2010-11 annual activity report regional external programs · office of the vice president for...

American University of BeirutOffice of the Vice President for Regional External Programs

American University of BeirutBliss Street, PO Box: 11-0236Riad El Solh, Beirut 1107 2020Lebanon Tel: +961-1-341 145Fax: +961-1-744 468 E-mail: [email protected]: http://rep.aub.edu.lb

Regional External Programs

2010-11Annual Activity Report

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Hassan B. DiabVice PresidentRegional External Programs

Regional E

xternal Program

s 2010-2011 Annual A

ctivity Report

Regional E

xternal Program

s 2010-2011 Annual A

ctivity Report

Mission Statement

To provide the Middle East and North Africa with world class professional services covering the entire scope of expertise available at the American University of Beirut in a manner reflecting AUB core values and its commitment to service excellence

Vision Statement

To establish AUB as the premier provider of consulting, training and related professional services in all areas of specialization offered by our six faculties, in the broader region between Europe and South Asia

Designed and Produced by the Office of Regional External Programs | 2011

0807

2006-07

2007-08

2008-09

2009-10

2010-11

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1112

Hassan B. DiabVice PresidentRegional External Programs

Regional External Programs

2010-11Annual Activity Report

2 REP Annual Report2010-11

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AcknowledgementThanks to the concerted efforts and shared vision of its members, REP has been able to take wide strides in terms of planning, developing, and executing its numerous projects and consulting engagements. As a result, REP today is renowned for being a prestigious center for institutional consulting, a reputation that has increased AUB’s visibility and prestige. As this report celebrates the outstanding achievements of REP, I would like to take this opportunity to commend all those who have been instrumental in REP’s success.

• I am indebted to President Dorman for his leadership and continous support, which led REP to unprecedented accomplishments.

• I am grateful for the kind guidance and backing which Professor Ronnie Coffman, Chairman of the REP Committee of the Board of Trustees, has afforded REP’s expansions.

• I also very much appreciate the confidence and support of members of the REP BOT Committee, including Trustees: Carol Bellamy, Myrna Bustani, William Ronnie Coffman, Ibrahim S. Dabdoub, Abdulsalam Haykal, Rima Khalaf, Philip Khoury, Marwan Muasher, and José Zaglul.

• Dr. Abdul Hamid Hallab, Special Advisor to the President, has been a cornerstone in the continuous success of REP.

• Many thanks go to members of the REP Interfaculty Advisory Committee (RIAC), chaired by the President and including Provost Ahmad Dallal, Dr. Hallab, and Deans: George Najjar ,Makram Suidan, Iman Nuwayhid, Mohamed Sayegh, Nahla Hwalla, and Patrick McGreevy. Their guidance and support have been invaluable.

• I would also like to thank all REP consultants for their excellent performance.

• My sincere appreciation goes to all CEC instructors and program coordinators who have propagated CEC programs even more in the Lebanese and regional communities.

• Finally, allow me to extend my deepest gratitude to all the REP family, whose selfless dedication and solid team spirit during 2010-11 has brought about the feats we celebrate in this report.

Hassan B. Diab, PhDVice President

2010-11 REP Staff

George Farag, PhDActing Vice President for Regional External Programs +

+ Effective 18 July 2011

Amal Nadda Farra REP Administrative Assistant

Elias AounDriver

Gina CordahiBusiness Development Officer

Hala Barakat NahasCEC Program Officer

Iman Jurayj WakimContracts and Information Officer

Hassan B. Diab, PhDVice President for Regional External Programs*Professor of Electrical and Computer Engineering

* On leave since 7 July 2011 due to appointment as Minister of Education & Higher Education

Samir KfouryProjects Financial Manager

Sari MonzerDesign Consultant (part-time)

Sandrine AssadExecutive Officer

Wafa Abou DaherCEC Assistant to the Director

Ziad ShaabanDirector of Continuing Education Center

Magda Abu-FadilDirector, JTP

May Abu HaidarCEC Administrative Assistant

Pierre DagherMessenger

Rola El SolhTraining Project Manager

Samer SalamJunior Clerk

Figure 1: REP Organizational Chart

* Coordinators appointed by Dean of respective Faculty

President

Vice President for REP

Deputy Vice President

Assistant Vice President

Steering Committee

* Consulting/Technical Assistance Area

Coordinators

Business Development Officer

Courier

Director, Continuing Education Center

Administrative Assistant

Contracts and Information Officer

REP Interfaculty Advisory Committee (RIAC)

Clerk/Commuter

Projects Financial Manager

Director, Journalism Training Program

* Coordinator for Regional Workshops

*Interfaculty Coordinators

Executive Secretary

CEC Instructors

* University for Seniors Coordinator

* Certificate Program Coordinator

* Non-Certificate Program Coordinator

* In-House Training

Coordinator

Assistant to the Director Program OfficerExecutive

Officer

Junior ClerkAdministrative Assistant


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Table of ContentsList of Figures 6List of Tables 7Executive Summary 9

Major REP Milestones in 2006-11 10 REP Milestones in 2010-11 11 Significant REP Developments in 2006-11 12 Significant REP Developments in 2010-11 13 Major Continuing Education Center Advancements in 2006-11 14 Continuing Education Center Advancements in 2010-11 15 Summary of Non-Financial Key Performance Indicators (KPIs) 17 Looking Ahead to 2011-12 18

Chapter I: Introduction 21

I.1 Annual Activity Report Layout 22 I.2 Regional External Programs: A History 23 I.3 Continuing Education Center: A History 25 I.4 REP Publications 26

Chapter II: REP/CEC Facilities 29

II.1 REP/CEC Facility History 30 II.2 The Multi Media Room (MMR) 33 II.3 The Multi Purpose Room (MPR) 33 II.4 The Journalism Training Program Newsroom (JTPN) 34 II.5 CEC Computer Labs 35 II.6 Donor/Naming Opportunities 38

Chapter III: REP Advancing AUB’s Mission 41

III.1 Strategic Institutional Contributions 42 III.2 Contribution to AUB Units 43 III.3 Contribution to Teaching, Research, and International Student Presence 44 III.4 Regional Governmental Interaction 45 III.5 REP’s Contribution to the Elevation of Higher Education in the Region 46 III.6 Regional and International Media Exposure 52 III.7 Expanding AUB’s Physical presence in Lebanon 56 III.8 Impact Assessment and Evaluation 56Chapter IV: REP’s Five Year (2006-11) Strategic Plan 65

IV.1 Strategic Initiatives 66 IV.2 Balanced Scorecard 75 IV.3 REP Key Performance Indicators (KPIs) 76

Chapter V: REP Performance in 2010-11 81

V.1 New Projects Acquired 82 V.2 REP Projects Managed in 2010-11 85 V.3 Geographic Spread 92 V.4 Faculty Involvement in REP Projects 100 V.5 Man-days Delivered and Billed 106 V.6 REP’s Client Profile 107

Chapter VI: CEC Performance in 2010-11 113

VI.1 Introduction 114 VI.2 Kamil Sadeddin Continuing Education Scholarship Fund 115 VI.3 Tuition Discount for AUB Employess & their Dependants 115 VI.4 Program Offerings and Activities in 2010-11 115 VI.5 Student Enrollment 124 VI.6 Quality Assurance Measures 124 VI.7 University for Seniors 125

Chapter VII: Triangulation Initiatives 129

VII.1 Introduction 130 VII.2 Maxwell School of Syracuse University (SU) 132 VII.3 Iraq Institute for Continuing Education 133 VII.4 Education Development Center 134 Chapter VIII: Workshops and Training Programs 137

VIII.1 Iraqi Emergency Medical Services Capacity Building Program 138 VIII.2 MWTF Training of Health Care Professionals from West Bank 139 VIII.3 Continuing Educational Development for the Employees of the American University of Beirut Medical Center 139 VIII.4 Leadership for Democracy Fellowahip II Program 141 VIII.5 Training Programs & Workshop offered in 2010-11 142

Chapter IX: Journalism Training Program 147

IX.1 Introduction 148 IX.2 JTP Workshops 2010-11 149

Chapter X: REP Fund-Raising Scholarships and New Initiatives 157

X.1 Abdul Hamid Hallab REP Service Excellence Award 158 X.2 Kamil Sadeddin Continuing Education Scholarship 160 X.3 Operations Research Consulting and Decision Support Initiative 160

Chapter XI: REP Performance in 2006-11 169

XI.1 KPI Comparison Overview 170 XII.2 Overall 2010-11 Results 172

Chapter XII: Looking Ahead to 2011-12 173

Appendices 177

Appendix A: REP Building Floor Plans 178 Appendix B: Abdul Hamid Hallab REP Service Excellence Award 180 Appendix C: REP SWOT Analysis 182


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List of FiguresFigure 1: REP Organizational Chart 3Figure 2: Higher education institutions / country count 50Figure 3: Considerations when selecting a consultant 57Figure 4: Clients’ satisfaction with AUB consultants 57Figure 5: Quality of service provided by REP to the Client 58Figure 6: Clients’ observations as a result of AUB’s consulting services 58Figure 7: Considerations when joining a REP team 59Figure 8: Opportunities provided through working with REP 60Figure 9: Consultants’ satisfaction with REP staff 60Figure 10: Consultants’ views on REP clients 61Figure 11: REP Balanced Scorecard Strategy Map 75Figure 12: Proposal successes out of total 84Figure 13: REP current & potential geographic spread 93Figure 14: Geographic spread (by country) 93Figure 15: Geographic spread (by location) 94Figure 16: Active REP projects by country 95Figure 17: Active REP projects valued over $0.5 mil 96Figure 18: Active REP projects valued between $100k and $500k 97Figure 19: Active REP projects valued less than $100k 98Figure 20: Number of AUB Consultants involved in REP projects 101Figure 21: Percentage of instructional faculty members involved in REP projects 101Figure 22: Multi-disciplinary projects (percentage of total projects) 102Figure 23: Projects per faculty 105Figure 24: Mandays delivered and billed 106Figure 25: Client profile (by sector) 108Figure 26: Market segment target 109Figure 27: Repeat clients 110Figure 28: CEC course count 122Figure 29: CEC student count 124

List of TablesTable 1: Historical background of the Office of Regional External Programs 25Table 2: Historical physical background of the Office of Regional External Programs 32Table 3: Historical physical background of the Continuing Education Center 32Table 4: Naming opportunities for building/rooms (US$ 100,00 and above) 38Table 5: Naming opportunities for building/rooms (less than US$ 100,00) 39Table 6: Naming opportunities for programs 39Table 7: Summary of naming opportunities 39Table 8: REP institutional and internal Key Performance Indicators (KPI’s) 78Table 9: Fiscal Year 2010-11 New Regional External Programs Projects 82Table 10: Fiscal Year 2010-11 Ongoing REP Projects 88Table 11: Active REP Projects by country 95Table 12: Active REP projects valued over $0.5 mil 96Table 13: Active REP projects valued between $100k and $500k 97Table 14: Active REP projects valued less than $100k 99Table 15: Faculty involvement in REP Consulting Activity 100Table 16: REP Adjunctees and Secondee 102Table 17: Multi-Disciplinary Projects 103Table 18 :Districution of REP Projects per faculty & project face value by faculty 104Table 19: Projects per faculty 105Table 20: CEC course count by subject 122Table 21: Certificate & Dipoloma Program Offerings 123Table 22: Triangulation projects 130Table 23: Workshops conducted in 2010-11 144Table 24: Training programs offered in 2010-11 145Table 25: REP non-financial KPI comparison chart 170Table 26: 2010-11 KPI Results 171

8 REP Annual Report2010-11REP Annual Report2010-1

BAHRAIN

CONGO

COSTA R ICA

CYPRUS

EGYPT

IRAQ

JORDAN

KINGDOM OF SAUDI ARABIA

KUWAIT

LEBANON

MOROCCOW

OMAN

QATAR

SUDAN

SYRIA

UNITED ARAB EMIRATES

UNITED K INGDOM

UNITED STATES OF AMERICA

WEST BANK

YEMEN

9

Executive Summary

The 2010-11 fiscal year has been a year of continuity and

consolidation of the 5-year strategic achievements of the Office of

Regional External Programs (REP) and the Continuing Education

Center (CEC), a division of REP, at the American University of

Beirut (AUB). This 2010-11 Annual Activity Report witnesses the

end of the 5-year strategic plan and hence provides an extensive

and comprehensive synthesis of the activities of REP and CEC

over the past year and of the 4 previous years. Looking at the

end of the 5-year strategic plan 2006-2011, this report provides a

detailed picture of the strategic planning, accomplishments, and

challenges that REP has experienced over the year as well as a

comparison of this year’s performance with that of the previous 4

years.


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Major REP Milestones in 2006-11

All along the past 5 years, major achievements and endeavours were undertaken by the Regional External Program office creating important and unparalleled milestones some of which are listed in the following:

• REP think-tank; the Interfaculty Advisory Committee (RIAC) was formed back in 2006-7 and served as a guide for REP activities.

• Also in 2006-7 REP endeavoured into journalism as a new area of specialization and established the Journalism Training Program (JTP). JTP received a donation of $800,000 to cover the operational cost.

• For the first time in 2006-7, REP started implementing the Balance Score Card as a performance evaluation tool for its operations and a method to activate its five-year strategic plan.

• Moving to 2007-8, REP developed impact assessment surveys in collaboration with OIRA to measure client satisfaction with REP work.

• The number of up-market clients had also increased back in 2007-8.

• The “Abdul-Hamid Hallab REP Service Award for Consulting Excellence”; first award offered by REP, was suggested and approved in June 2008.

• In 2009-10, REP had re-established AUB as a leading consultant in medicine; thus, allowing AUBMC to gain additional regional recognition.

• Also in 2009-10, REP proposed the Operations Research Consulting and Decision Support (ORCADS) initiative to provide consulting services to various industries.

• 2009-10 witnessed a record of geographic spread (20 countries and 23 locations), of contracts and budgets signed (74 and 85 respectively), of number of clients (61) and a record of proposal success rate of over 92%.

• In addition, 2009-10 marked a benchmark in the number of projects with international organizations and ministries.

• The end of the 5-year strategic plan was a year of continuance, of project consolidation and of preservation of the high-level quality of consultancy services and technical assistance offered to REP clients.

• In 2010-11 REP witnessed major involvement in projects serving Iraqi beneficiaries, both in terms of consulting and training programs.

REP Milestones in 2010-11

In light of the uncertain economic conditions and turmoil witnessed throughout the Middle East, the Office of Regional External Programs (REP) was able to uphold the pace and ensure the completion of 22 Projects along the projected key performance indicators (7 Institutionally Mandated and 45 Internal Measures) for the current year, including the achievement of good results in the following:

• A geographic spread of 18 countries and 24 locations leading to expansion of AUB’s reach across the region and beyond.

• A significant number of contracts signed [a large number of new projects (21), largest number of overall projects (74), and largest number of budgets signed (85)].

• A large number of clients (55).

• The average highest success rate of over 90% pertaining to contracts signed out of final proposals submitted.

• REP maintained AUB’s involvement in higher education projects with six institutions in five different countries [Qatar University, Qatar; Fahad Bin Sultan University (Tabuk), Mohammed and Al Mana’ College of Health Sciences (Al-Khobar), both in Saudi Arabia; Ahfad University for Women, Sudan; University College of Bahrain,

Bahrain; and Dhofar University, Oman. REP also signed a Memorandum of Understanding with Bin Omeir Educational Foundation for technical assistance in major educational projects.

• In addition, this year marks a benchmark in the number of projects with international organizations and institutions. Some of these clients include: UNICEF, the Swiss Agency for Development and Cooperation, the United Nations Population Fund, UNESCO, World Health Organization- Iraq, Education Development Center (sub-award from USAID) and Syracuse University

• The end of the 5-year strategic plan was a year of continuance, of project consolidation and of preservation of the high-level quality of consultancy services and technical assistance offered to REP clients

• In 2010-11 REP witnessed major involvement in projects serving Iraqi beneficiaries, both in terms of consulting and training programs


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Significant REP Developments in 2006-11

For the past 5 years, REP served as a significant tool for business development and a substantial asset to AUB community. The developments that took place along these years spanned over a wide area of expertise and projects have converged into various aspects of AUB society:

• In 2006-7, REP re-established AUB as a leading consultant in higher education with the largest number of projects in higher education in over a decade.

• In 2007-8, REP projects significantly added to AUB’s visibility and marketing in the region; hence, activities were highlighted in the media. The media attention came from over 30 media outlets including international television media.

• Also in 2007-8 REP played a role in familiarizing high level government officials from the Middle East and beyond with AUB.

• REP policies and procedures were updated and KPIs were re-evaluated in coordination with the Office of Strategic Planning back in 2007-8. Greater emphasis was placed on service to the regional community thus thrusting KPIs that focus on the work of the Continuing Education Center in to the institutionally mandated limelight.

• The “Abdul Hamid REP Service Award for Consulting Excellence” was awarded for the first time in 2008-9.

• Back in 2008-9, JTP established a journalism certificate under the Continuing Education Center’s auspices.

• In 2009-10, in an effort to encourage Faculties and faculty members to get more involved in REP activities, REP increased the consultant compensation rates for new projects.

• Also in 2009-10, REP had embarked on two projects to help AUB

Offices meet their strategic goals. REP started assisting AUBMC to integrate all Human resources functions into a competency-based management approach by providing training to upgrade the skills of staff on relevant competencies. Moreover, through Professors from OSB, REP completed a consultation to gather qualitative data from a sample of AUB affiliates based within Lebanon for the Office of Communications in order to identify the key attributes that characterize AUB in their view. .

• Also in 2010-11 an unprecedented program called “The Leaders for Democracy Fellowship” promoting leadership and democracy skills was held for the first time in the Middle East and was jointly conducted by AUB through REP, the US State Department and the Maxwell School of Citizenship and Public Affairs at Syracuse University.

Significant REPDevelopments in 2010-11

REP has been a source of tangible, added value for the AUB community. The developments that have unfolded during the fiscal year have touched on various parts of the AUB community:

• REP’s impact on the local education system contributed to Vice President, Dr. Hassan Diab’s appointement to serve in the new Lebanese Cabinet as

Minister of Education and Higher Education.

• REP has embarked on two projects to help AUB Offices meet their strategic goals. REP has continued its joint cooperation with AUBMC Human Resources Department in their Staff Development Program and has signed with the Faculty of Medicine Graduate Management Education an agreement for clinical and communication skills workshop.

• A first of its kind program called “The Leaders for Democracy Fellowship” was held for the first time in the Middle East and was hosted by the Office of Regional External Programs and the Faculty of Arts and Sciences. The program was created by the US State Department’s Middle East Partnership Initiative back in 2005 and was launched at AUB whereby members of Arab civil society joined a 10-week workshop promoting leadership and democracy skills and jointly conducted by the American University of Beirut, the US State Department and the Maxwell School of Citizenship and Public Affairs at Syracuse University.

• The Iraq Emergency Medical Services Capacity Building Program was implemented in collaboration with the American University of Beirut Medical Center (AUBMC) and attracted significant attention from news media on the local, regional, and international levels alike.

• REP, in collaboration with the Faculty of Arts and Sciences, has joined a consortium to implement the Lebanon Developing Rehabilitation Assistance to Schools and Teacher Improvement Project (D-RASATI) funded by the United States Agency for International Development. D-RASATI will improve educational outcomes in Lebanon by improving teacher and student performance, increasing community and parental involvement, and improving the school learning environment.


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Major Continuing Education Center Advancements in 2006-11

The Continuing Education Center (CEC) which operates under the umbrella of REP has also flourished along these 5 years offering courses and programs which received positive acclamation. CEC had offered certificate and diploma programs and boasted the following accomplishments:

• In April 2007, CEC adopted a “CEC 10-year Business Plan” to focus the work of CEC.

• The Syllabi and requirements for all certificate and non-certificate courses have been updated this same year. This exercise had contributed to adding CEC to the AUB Banner registration program for the first time.

• CEC in cooperation with the Suliman S. Olayan School of Business (OSB), created the curriculum and program design for the first CEC Human Resource Management (HRM) Diploma program.

• Also in 2006-7, and for the first time, a detailed 25-page document listing CEC’s programs with certificate requisites, admission requirements and course descriptions was created and included in the AUB catalogue.

• In 2007-8, new module programs were designed to respond to market needs.

• The fall 2007 semester marked the first time that CEC students are registered on the Banner system.

• In July 2009, CEC held its third Graduation Ceremony since its inception in 1982.

• The first group of Kamil Sadeddin Continuing Education Scholarship recipients were welcomed in the Spring 2009 semester.

• In collaboration with the Office of Alumni Relations, the Office of Development and the Worldwide Alumni Association of the American University of Beirut (WAAAUB), the Summer Program for AUB Alumni Children (SPAAC) was launched in the fiscal year 2008-9.

• In cooperation with the Faculty of Agricultural and Food Sciences, the English Language and Information Technology Program at the Agricultural Research and Education Center (AREC) in Bekaa began in summer 2009 with the English language course.

• In collaboration with the Embassy of Argentina and the Lebanese Ministry of Culture, the first Beirut International Tango Festival & workshops were hosted in April 2009.

• In 2010-11, 39 AUB employees benefited from the Kamil Sadeddin Continuing Education Scholarship. In total, the fund supported 127 full-time AUB employees since Spring 2009 term.

• Also, in fiscal year 2010-11 CEC developed new non-certificate courses in Digital Radiography, IT, Balanced Score Card, Finance, and Pilates.

Continuing EducationCenter Advancements in2010-11

The Continuing Education Center (CEC) which operates under the umbrella of REP has also flourished and has launched new diploma programs and certificates and boasts the following accomplishments:

• The CEC student count reached 738 which is the highest figure in the past decade and 37% greater than the decade average.

• In response to the market demand for a more advanced program in marketing, CEC launched the Marketing Management Diploma in spring 2011.

• A new certificate in information technology was designed to replace the old one which became obsolete. The certificate consists of four courses whereby the first course will be offered in fall 2011.

• CEC, in collaboration with the Hariri School of Nursing, will launch four new certificates in fall 2011. These certificates will be targeted at professionals in the Healthcare field, especially nurses.

• The MCAT preparatory course was offered for the first time in Lebanon and at CEC during the summer semester of 2010-2011, and the student enrolment was very good despite the short period between the announcement of the course and the beginning of classes.

• CMCS offered three courses in project management to a total of 46 participants.

• REP signed a License Agreement with the U.S. Green Building Council, Inc. (USGBC) to use USGBC courses to offer public training on Green Building basics, concepts, strategies, and design.

• CEC has developed new non-certificate courses in Digital Radiography, IT, Balanced Score Card, Finance, and Pilates. These courses will be offered at CEC starting fall 2011.


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• CEC sponsored the third annual Beirut International Tango Festival (BITF). Over 450 participants from 28 countries attended the festival and participated in the courses and demonstrations which were given by five international talented couples.

• During the autumn of 2010, the University for Seniors embarked on its second experimental term from 1 November-15 December. All activities were led by volunteers and offered free of charge. Approximately 250 seniors participated in these activities, including 100 who had registered for the study groups. And during spring 2011, the University for Seniors embarked on its third experimental term from 1 May – 15 June, whereby approximately 100 seniors registered for the study groups, and another 100 came to the public lectures.

Summary of Non-Financial KeyPerformance Indicators(KPIs)

• Throughout the report comparisons will be made between REP’s performance in 2010-11, REP performance during previous years, and future targets for REP’s KPIs. This methodology is used to provide a meaningful analysis of current performance in light of past activity and future expectations.

• Managed active projects in 18 countries (Bahrain, Congo, Costa Rica, Egypt, Iraq, Jordan, Kuwait, Lebanon, Oman, Qatar, Saudi Arabia, Sudan, Syria, United Arab Emirates, United Kingdom, United States, West Bank, and Yemen). Managed 74 projects representing diversity in sectors, specializations, and contributions to the host country.

• Recruited 96 full-time AUB consultants to REP activities.

• Allocated a total of 1,149 mandays to REP consultants.

• Increased the number of triangulation relationships to 16 which is more than three times the average since 2002-03. Triangulation efforts included partnerships with Maxwell School of Syracuse University, the Iraq Institute for Continuing Education, the Collaboration Management and Control Solutions, the Education Development Center, the Medical Welfare Trust Fund and the Westminster Foundation for Democracy.


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Looking Ahead to 2011-12The success REP has earned during this fiscal year motivates us to reach even greater heights in the future. The following are some of the goals planned for the coming fiscal year:

• Geographic spread: Expand on the current geographic spread achieved with respect to number of countries and locations by penetrating deeper into North Africa.

• Identify & pursue projects that make

• Increase collaboration with International Organisations.

• Develop a comprehensive marketing strategy in collaboration with the Office of Communications.

• Continuing Education Center

- Develop additional certificate and diploma programs in agribusiness and interior design.

- Re-activate Information Technology courses while delivering workshops in IT innovation related areas.

- Continue the Summer Program for AUB Alumni Children (SPAAC).

• Increase triangulation initiatives with other highly recognized institutions.

• Encourage further multi-disciplinary REP projects.

an impact on our local Lebanese community and the region.


BAHRAIN

CONGO

COSTA R ICA

CYPRUS

EGYPT

IRAQ

JORDAN


KUWAIT

LEBANON

MOROCCOW

OMAN

QATAR

SUDAN

SYRIA


UNITED K INGDOM


WEST BANK

YEMEN

21

CHAPTER I: INTRODUCTION

As the consulting arm of AUB, the Office of Regional External

Programs (REP) draws on the expertise of the faculties in

AUB to respond to its clients’ needs for various professional

services including consulting, training, and technical assistance.

It managed a portfolio of 74 projects in 18 countries during the

2010-11 fiscal year, thereby significantly expanding AUB’s regional

and international coverage through the provision of professional

services to clients around the globe. As AUB is a not-for-profit

organization, the income produced from REP’s projects is added

to the AUB general budget yearly. REP’s projects also added to

AUB’s visibility and marketing in the region as they were highlighted

in over 30 media outlets in Lebanon, the region, and beyond.


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Witnessing the end of the 5-year strategic plan, this annual activities report is a summation of the activities undertaken by REP and its offices during the current fiscal year as well as during the past four years. Throughout the report, useful information that highlights REP’s performance will be provided. Chapter two provides an overview of the REP and CEC facility situation since the institutionalization of the respective offices followed by a description and plan of the new space allocated to REP. Chapter three outlines the role REP has played in advancing AUB’s mission to serve “the peoples of the Middle East and beyond.” In addition, this chapter reports on the reaction of REP consultants and clients to their experience with REP using formalized survey analysis. Chapter four describes how REP has sought to implement the five-year strategic plan developed in 2006 that maximizes REP’s human and material resources and builds REP as a premier brand in training, consulting, and management services. Chapter five is a report on REP’s non-financial performance during the fiscal year and over the past 5 years using both institutional and internal key performance indicators. Chapter six outlines the performance of the Continuing Education Center during the fiscal year and over the past 5 years using both institutional and internal key performance indicators. Chapter seven outlines the Triangulation Initiatives conducted. Chapter eight outlines the training workshops delivered during the fiscal year. Chapter nine is a description of the activities pertaining to the Journalism Training Program over the past 5 years including the current fiscal year. Chapter ten outlines REP fundraising plans, scholarships, and new initiatives. Chapter eleven discusses the financial performance of both REP and CEC in light of institutional and internal key performance indicators while chapter twelve is a snapshot of REP/CEC overall performance during the past five years. Finally, chapter thirteen outlines the plans for the coming year.

I.1 Annual Activity Report Layout

I.2 Regional External Programs

A History

AUB’s Regional External Programs, initially established in 1975 as AUB Services Corporation (AUBSCO) was the brainchild of the late Dr. Najib Halaby, who was then chairman of AUB’s Board of Trustees (BOT). As the civil war broke out in Lebanon, Chairman Halaby worried about how AUB would be able to preserve its regional position. Prior to the war, almost half of the University’s students came from countries other than Lebanon, and there was widespread agreement that this diverse student body was an important part of what made AUB unique. Chairman Halaby and others - including Professor Abdul Hamid Hallab of the Faculty of Agricultural and Food Sciences who has been involved with REP from the outset - knew that the University would no longer be able to attract students from the region. They hoped, however, that by creating the Office of Regional External Programs (REP) they could open a pathway for AUB to extend its presence into the region.

Establishing REP was seen as a feasible way to help the University remain locally

viable and regionally engaged during the war. The rationale was that by putting the professional skills of its academics to work, AUB would be able to hold on to as many of its faculty members as possible and simultaneously retain its regional stature.

Already existing at the time was the AUB Services Corporation (AUBSCO), which Chairman Halaby viewed as the ideal organization to serve the region as the precursor for REP. AUBSCO, which had been created in 1975 as an independent legal entity and incorporated in the state of Delaware, was solely owned by AUB but had its own board of directors chaired by AUB BOT Chair Halabi, and included Trustees Kamal Shair, Ali Ghandour and Fouad Bardawil as members.

In taking action to realize his plan, Chairman Halaby asked Professor Hallab to become one of AUBSCO’s two vice presidents, along with Professor Nadim Haddad of the Faculty of Health Sciences. In the late 1970s, the Board of Trustees decided to dissolve the AUBSCO affiliate and place its activities under the auspices of the University. What eventually became REP was first formed in 1979 as the Research and Development Administrative Center (RADAC) under the directorship of Professor Hallab. By the early 1980s,

Dr. Abdul Hamid Hallab negotiating intial REP projects


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as Halaby’s operational planning took shape and prospects for work in the region began to emerge, the name of the organization was changed once again, from RADAC to the Vice President’s Office for Research and External Programs (1980) headed by VP Hallab, and then finally and permanently to the Vice President’s Office of Regional External Programs (1997). Table 1 shows the various phases that the Office of REP went through since it was established.

The first contracts were concluded in 1976 in Bahrain with the Ministry of Health and in Saudi Arabia with the government of Saudi Arabia. The Bahrain contract was to help establish the Ministry of Health’s College of Health Sciences, Office of Professional Standards and Systems Analysis, and the Family Practice Residency Program. The contracts in Saudi Arabia culminated in a US$30 million, four-year (1982-86) contract to assist the Saudi Ministry of Agriculture and Water Resources in the development of regional agricultural research centers, and providing ongoing advice to individual department heads in the Ministry. The on-site team grouped over 50 professionals possessing expertise in agriculture, engineering and economics.

Although REP was initially established to provide services to the region, it has always had an extensive presence in Lebanon. REP manages AUB’s Continuing Education Center (CEC), a community outreach program offering courses at an affordable price since the 1970s as well as hold training seminars and workshops in the various disciplines for Lebanon and the region. REP’s CEC upholds AUB’s motto “so that they may have life and have it more abundantly” by extending the resources of the University into the community and region by providing high quality educational opportunities for people of all educational and professional levels. Furthermore, AUB’s strategic plan states that CEC will play a role in revitalizing AUB’s commitment to serve its local and regional community by attracting more regional students from diverse backgrounds through professional programs.

Today, in addition to the 20 full-time REP staff and the 111 consultants that REP oversees, the Office of REP also administers the Continuing Education Center which includes over 535 students and 31 instructors. With over 74 projects per year in 18 countries, the Office of REP has contributed in a major way to the visibility of AUB through regional and international media exposure. REP activities not only provide visibility and revenue to AUB but also lead to other institutional strategic contributions, e.g,

• Attract students from the region (graduate and undergraduate) resulting from contacts and visibility due to the implementation of REP projects in the GCC.

• Strengthen the academic program at AUB by way of allowing AUB consultants to use their REP work for research as well as teaching purposes in the form of case studies (e.g. English, Education, Business, etc.).

• Allow the formation of AUB teams and, therefore, the integration of faculty members from different faculties and schools to work together on consulting tasks.

Naming History of the Office of Regional External ProgramsOffice Name From To

AUB Services Corporation (AUBSCO) 1975 1979

Research & Development Administrative Center (RADAC) 1979 1980

Office of the Vice President for Research & External Programs (REP) 1980 1997

Office of the Vice President for Regional & External Programs (REP) 1997 present

Table 1: Historical background of the Office of Regional External Programs

I.3 Continuing Education CenterA History

The Division of Extension and Special Programs was established in 1970 as the administrative and coordinating center for the extension services of the University. These services included on-campus programs as well as those in the field. The on-campus programs were special full-time short courses, part-time evening courses, seminars, special summer courses, or individualized on-the-job observation-study-training for specialized personnel. Field services included short refresher courses, lectures, research advising, surveys, and long range advisory assistance. The Division of Extension and Special Programs reported to the Office of the Provost until the year 1976 when the Division of Education and Extension Programs was established (DEEP) and Extension became a unit of this Division.

The Division of Education and Extension Programs (DEEP) consisted of the following four units: The Education Department, the Office of Tests and Measurements, Science and Mathematics Education Center, and the Office of Extension Programs. The Office of Extension Programs continued to be a unit of DEEP until spring 1983.

Spring 1983 the Office of Extension Programs continued its function under the supervision of the Office of the Vice President for Regional External Programs. During the academic year 2003-2004 the Extension Programs became known as the Continuing Education Center (CEC). CEC not only provided a wider scope of continuing education deliverables including certificates but also became the institutional backbone for continuing education.


27

Fahad Bin Sultan University Strategic Planning And Assessment May 2010

Catalogue 2004-05

Dhofar University

Dhofar University Catalogue 2006-07

Fahad Bin Sultan University Strategic Planning And Assessment May 2010

Catalogue 2004-05

Dhofar University

Dhofar University Catalogue 2006-07

REP has made dramatic strides in producing various types of publications for our clients and office. These publications include university catalogues, academic manuals, annual reports, end of term project reports, and business plans, just to name a few. The following is an illustration of the various publications that REP has produced:

I.4 REP Publications

REP office publications


BAHRAIN

CONGO

COSTA R ICA

CYPRUS

EGYPT

IRAQ

JORDAN


KUWAIT

LEBANON

MOROCCOW

OMAN

QATAR

SUDAN

SYRIA


UNITED K INGDOM


WEST BANK

YEMEN

29

CHAPTER II: REP/CEC FACILITIES

To accommodate the growing demand for CEC deliverables

and to house all REP activities in one building, President

Peter Dorman made the strategic decision to relocate REP to

Building 20, adjacent to the AUB Medical Gate.


31

The location of the Office of Regional External Programs on the AUB campus has been scattered over its thirty-year history. In 1979 REP was located in College Hall sharing a space with the Office of Development. Later, REP moved to the President’s Office until the bombing of College Hall in 1991. During the reconstruction of College Hall, REP was temporarily located in Van Dyck in the Health Services Administration. In February 1992, REP was relocated to the third floor of the Bechtel Building. In 1994 REP received funds from the Hariri Foundation to renovate the old OPD Building to accommodate the three programs being implemented with more than 1,000 students accessing the building: the Special Intensive English Program, the Career Guidance & Awareness Center and Special Placement Tests. At the same time the Extension Programs (currently known as the Continuing Education Center) moved their offices from Fisk Hall to the renovated old OPD. The situation prevailed until June 1999 when REP moved back to the re-opened College Hall, third floor offices. The Extension Programs moved then to the REP wing in the old OPD in order for the Medical School to renovate the acquired space. REP remained in College Hall until August 2003 when the offices were acquired by the Development Office and REP staff moved to Van Dyck Hall, in addition to the space allocated in building 42.

In 2008, to accommodate the growing demand for CEC deliverables and to house all REP activities in one building, President Peter Dorman made the strategic decision to relocate REP to Building 20, adjacent to the AUB Medical Gate. After a complete rehabilitation of the building, the REP/CEC offices moved to the new space in May 2010. This has given CEC the opportunity to develop new facilities that will be essential in enhancing and expanding CEC deliverables.

II.1REP/CEC Facility History

Renovation of the new REP Buildingbefore (above) and after (below)


33

The following tables provide an overview of the REP/CEC space situation since the inception of their respective offices:

REP Offices Location Listed Chronologically

From To Date Remarks

- Medical Library December 1975Establishment of AUBSCO headed by

the Chairman of the BOT

Medical Library College Hall July 1979 Establishment of RADAC

College Hall West Hall November 1991College Hall bombing –

temporarily located, no central office

West Hall HSA - FHS December 1991 Location for REP activities (no offices)

HSA - FHS Bechtel February 1992 Provisional location for office

Bechtel Old OPD November 1994 New location

Old OPD College Hall June 1999 College Hall re-opening

College Hall Van Dyck + Bldg 42 August 2003 REP scattered in three locations

Van Dyck + Bldg 42 Building 20 May 2010 Centralizing REP & CEC offices

Table 2: Historical physical background of the Office of Regional External Programs

CEC Offices Location Listed ChronologicallyFrom To Date Remarks

Education Dept./Fisk Hall REP/Fisk Hall November 1983 CEC’s initiation as Extension Programs

Fisk Hall Old OPD October 1994 New location for CEC

Old OPD New Wing (OPD) August 2003 Fractional space of the original former OPD

New Wing (OPD) Building 20 May 2010 Centralizing REP & CEC offices

Table 3: Historical physical background of the Continuing Education Center

Four rooms will serve as the foundation of CEC’s physical expansion:

• The Multi Media Room • The Multi Purpose Room • The Journalism Training Program Newsroom • CEC Computer Laboratories

The Multi Media Room (MMR) will be located adjacent to the building’s main lobby and will serve as the center-piece of CEC’s interactive learning environment. The MMR is designed to accommodate traditional and avant-garde presentations, lectures, and workshops by the Continuing Education Center, AUB faculties (upon availability), and invited guests. This room gives control to the learner. The MMR will be equipped with 25 workstations that will allow learners to navigate and explore information for themselves within a rich, multisensory environment. A single multi-media workstation in a classroom can beckon students to open a new door to their own learning potential while allowing instructors access to the latest teaching tools. The above illustration reflects the proposed design of the Multi Media Room.

II.2The Multi Media Room

The Multi Purpose Room (MPR) will be a unique space catering to the needs of a variety of meeting, exhibition and classroom requirements. The MPR will be ideal for both professional gatherings (lectures, meetings) and fine and performing arts classes including painting and photography. This room will be equipped with movable, modular seating units that will allow for a variety of special arrangements with a capacity of up to 50 participants. The space will also include electronic interactivity to serve as a space for break-out sessions for activities to take place throughout the building. The following illustration reflects the proposed design of the Multi Purpose Room.

II.3 The Multi Purpose Room

Illustrations of the forecasted Multi Purpose Room

Illustrations of the forecasted Multi Media Room


35

II.4 The Journalism Training Program Newsroom

The Journalism Training Program Newsroom (JTPN) will be the cornerstone in CEC’s, and indeed AUB’s efforts to provide the highest level of training to professional journalists throughout the Middle East and North Africa. This multi-media converged newsroom will provide a hub where print, broadcast and online journalists from across the Arab world can be trained in real time by experts in their respective fields in Arabic, English and French.

The JTPN will accommodate 16 participants and one instructor and be equipped with cutting edge hardware and software to ensure that journalists learn about the latest media trends and apply what is most suitable to their needs. It will also include an editing suite and a control room for the most applied, hand-on training in print, audio, video and online journalism. However, the JTPN will require more than the latest computers, peripherals and software. In a converged, multi-media world, it is essential to have proper networking and adequate bandwidth to be able to upload and download data, set up websites and to access streaming audio and video in order to deconstruct sites and learn to produce content for the Web. The illustrations on the left reflect the proposed design of the Journalism Training Program Newsroom.

Illustrations of the forecasted Journalism Training Program Newsroom

II.5 CEC Computer Labs

The CEC Computer Labs (CCL) are state-of-the-art teaching computer labs located in the mezanine area of the building. The CCL will facilitate the teaching and learning of advanced computing skills, and to provide necessary resources for the CEC staff and students to carry out research and projects that support CEC’s mission and visions. The lab will be used by many different classes from all of the CEC disciplines during the semesters. The lab will also be available for use by participants of training workshops.

Illustrations of the forecasted

Continuing Education Center

Computer Labs


37

Today, REP & CEC facilities have been fully operational and have provided an adequate learning environment for more than 1,600 participants pending to have the fully converged rooms ready. The illustrations

below reflect the various workshops and training sessions undertaken in the JTPN and in the MMR.


39

II.6 Donor / Naming Opportunities

REP’s consulting and technical services span 20 countries throughout the region with an average of over 70 projects managed per year. Any contribution of a gift will support REP in its continuous commitment to carrying out AUB’s mission of serving “the peoples of the middle east and beyond” by providing the mena region with world-class professional services while reflecting AUB core values and its commitment to service excellence. There are numerous opportunities for potential donors to mark their support for REP and aub including naming a part of the new REP building, and/or one of REP’s programs or positions. The REP building floor plans are provided in Appendix A. REP welcomes potential donors to explore the different naming opportunities available in the following tables:

Donor Opportunities (US$ 100,000 and above)No. Designation Area/Rm (m2) Gift Opportunity (US$)

Regional External Programs Building Naming $10,000,000

103

Journalism Training Program Newsroom

(JTP Newsroom includes 48m2 in the ground floor and 22 m2

JTP Director’s Office in the first floor)

70 $700,000

104 Multi Media Room 50 $300,000

503 CEC Computer Lab and Library 120 $300,000

310Regional External Programs VP Wing

(VP Wing includes Rooms 310B, 310C, and 310D)100 $250,000

105 Multi Purpose Room 48 $200,000

106 Continuing Education Center Welcome Lobby 105 $200,000

304 REP Conference Room 50 $200,000

202 CEC Computer Lab 50 $125,000

106Continuing Education Center Offices

(CEC Offices include Rooms 106A and 106B)40 $100,000

310REP VP Lounge

(REP VP Lounge includes areas 310, 310A, and 310E)50 $100,000

408 Classroom 40 $100,000

Total $12,575,000

Table 4: Naming opportunities for building/rooms (US$ 100,00 and above)

Donor Opportunities (US$ 20,000 - US$ 100,000)No. Designation Area/Room (m2) Gift Opportunity (US$)

400 Lobby 60 $50,000

307 Assistant Vice President Office 17 $50,000

405 Deputy Vice President Office 18 $50,000

403 Special Advisor to the President Office 21 $50,000

201B Staff Meeting Room 20 $40,000

409 Classroom 16 $40,000

410 CEC Director Office 12 $30,000

411 University for Seniors Director 13 $25,000

308 Office 13 $25,000

306 Office 10 $20,000

406 Office 11 $20,000

404 Office 10 $20,000

Total $420,000

Table 5: Naming opportunities for building/rooms (less than US$ 100,00)

Program Naming OpportunitiesItem Estimated Amount ($)Naming of the CEC Program $3,500,000

Naming of the CEC Director $1,500,000

Naming of Journalism Training Program $2,000,000

Naming of the JTP Director $1,000,000

Total $8,000,000

Table 6: Naming opportunities for programs

Summary for REP Donor OpportunitiesItem Estimated Amount ($)

Donor Opportunities (US$ 100,000 and above) $12,575,000

Donor Opportunities (US$20,000 - US$100,000) $ 420,000

Program and Position Naming Opportunities $ 8,000,000

Total $20,995,000

Table 7: Summary of naming opportunities


BAHRAIN

CONGO

COSTA R ICA

CYPRUS

EGYPT

IRAQ

JORDAN


KUWAIT

LEBANON

MOROCCOW

OMAN

QATAR

SUDAN

SYRIA


UNITED K INGDOM


WEST BANK

YEMEN

41

The Office of REP is an integral part of the AUB’s Campus Strategic Plan, as

evident from the February 2008 AUB Strategic Plan Overview. REP carries

out AUB’s mission of serving “the peoples of the Middle East and beyond”

by providing the Middle East and North Africa with world class professional

service while reflecting AUB core values and its commitment to service

excellence. REP has delivered during 5 years 2006-2011 over 600 consulting

and training projects in over 20 countries throughout the MENA region

and beyond. REP’s established track record has made AUB a recognized

and trusted leader in regional consulting services; competing with leading

international consulting firms and institutes of higher education from the Middle

East, Europe, and the United States.

Although REP’s role as a revenue generator is and will continue to be

important, more significantly, REP has also been of strategic value to the

University in terms of a regional presence, brand recognition, ambassador of

good will, and a source of high-quality services to key clients critical to AUB

in the long run. It plays a role that no other unit of the University can play. It

keeps AUB tuned to its market, aware of its competitive position and ready for

new and innovative ventures. As already evident, under its new strategy, REP

will develop to become a major regional player, with substantial growth in its

portfolio. Education, health care, business know-how, and technology-driven

ventures are the probable growth sectors.

CHAPTER III: REP ADVANCING AUB’S MISSION


43

III.1Strategic Institutional Contributions

Being a source of tangible, added value for the AUB community, REP has aided the cause of fundraising for AUB through donations coming from satisfied REP clients. Since 2001-02, REP had attracted clients from the region to AUB.

REP’s Continuing Education Center upholds AUB’s motto “so that they may have life and have it more abundantly” by extending the resources of the University into the community and region by providing high quality educational opportunities for people of all educational and professional levels. CEC is also a ubiquitous element in AUB’s Strategic Plan. Goal five of the strategic plan states that the Continuing Education Center will play a role in revitalizing AUB’s commitment to serve its local and regional community by attracting more regional students from diverse backgrounds through professional programs. CEC has already contributed to this goal

Summer Program For AUB Alumni Children (SPAAC) participants with President Dorman and the program administrators

by attracting over 250 trainees in 2009-10 alone from various Arabic speaking countries to participate in CEC administered professional training programs in areas ranging from journalism to medicine. CEC also exports its training workshops and certificate programs to the region to continue attracting a diverse participant pool.

Another strategic initiative under this goal is to develop and offer summer programs to introduce AUB and its campus to regional and international students at high schools and universities. CEC supports this goal by implementing an expanded summer program to host children of AUB alumni; however, this year, the upheavals witnessed in the Middle East called off the Summer Program for AUB Alumni Children (SPAAC) which is usually organized every summer by the Continuing Education Center, in collaboration with the Office of Alumni Relations, the Office of Development and the Worldwide Alumni Association of the American University of Beirut (WAAAUB).

III.2 Contribution to AUB Units

REP’s outreach was not limited to external clients; it has equally had internal impact on internal AUB units and has played a constructive role in helping AUB offices meet their strategic goals along these years.

During this fiscal year REP has embarked on two projects to help AUB Offices meet their strategic goals. REP is assisting AUBMC, for the second year, to integrating all Human Resources (HR) functions into a competency-based management approach. The vision is to enable employees to map their career in a way that will satisfy both their personal aspirations and what the work demands while linking their performance weaknesses with developmental needs and learning opportunities. As such, the Human Resources Department (HRD) at AUBMC is keen on upgrading the skills of staff on relevant competencies. In line with that, a staff development plan was devised to cover identified core and functional competencies for selected target groups. The staff development plan includes training workshops and other various learning methodologies. To meet this goal the following workshops were delivered by CEC in collaboration with the Olayan School of Business and the Faculty of Engineering and Architecture to 93 AUBMC team leaders and front-line employees for 2010-11. The first round of training workshops addressed the following competencies:

• Projecting a Positive Professional Image (two workshops)• Conflict Resolution (Two workshops)• Material Management (One Workshop)

Ms. Samia Adada, Staff Development Manager, had described the workshops as a “successful launch” for the development activities addressing supervisory competencies.

In addition, Clinical and Communication Skills workshop was offered to AUBMC residents through the office of the Graduate Management Education.


45

III.3 Contribution to Teaching, Research, & International Student Presence

AUB faculty and staff working on REP projects have opportunities to gain experience that can be applied to teaching, allowing them to collect information that can be used towards research, to increase their knowledge of the region, to work with colleagues from various faculties, to develop their consulting experiential base, and to get exposed to new opportunities. For example the Operations Research Consulting and Decision Support (ORCADS) initiative was established during the 2009-10 fiscal year. The unit is comprised of a group of university professors in business and engineering that specialize in decision support using quantitative techniques. With many years of teaching, training, and consulting experience they seek to help clients build internal competencies in various areas of operations engineering and management science. REP is spearheading this initiative which allows the ORCADS team to operate as consultants in areas related to decision support systems. The initiative is proposed to provide consulting services to various industries including manufacturing, retail, airline, financial services, telecom, energy, and healthcare. It is important to note that the unique set decision tools that the ORCADS team masters are applicable to any industry.

Leaders for Democracy Fellowship Program

Members of Arab civil society joined a 10-week workshop jointly conducted by the American University of Beirut, the US State Department and the Maxwell School of Syracuse University, promoting leadership and democracy skills.

Called the Leaders for Democracy Fellowship Program, the workshop is in its fifth year, but was held for the first time in the Middle East. It was hosted by the AUB Office of Regional External Programs and the Faculty of Arts and Sciences and it was created by the US State Department’s Middle East Partnership Initiative back in 2005. The U.S. component of the program is conducted annually at Syracuse U. The intensive program consisted of four weeks of academic training and six weeks of internship that took place between June 6 and August 12, 2011.

Participants came from 12 different Arab countries and were trained on democratic governance, conflict resolution, peace building, advocacy, civic engagement and political participation, media literacy, social media, corporate social responsibility and other relevant topics.

III.4 RegionalGovernmental Interaction

In 2010-11 REP’s Vice President Dr. Hassan Diab was appointed to serve in the new Lebanese Cabinet as Minister of Education and Higher Education. Dr. Diab will be representing the interests of all schools and institutions of higher education throughout the country, while serving in the present Cabinet. This distinction is signal recognition of Dr. Diab’s professional skills and of the contributions he has made to AUB and to REP over many years.

REP has played a role in familiarizing high level government officials from the Middle East and beyond with AUB. Subsequent to the meetings of May 2010 with Iraqi Vice President Dr. Adel Abdel Mahdi and Dr. Zuhair Humadi, Director of the Iraq Education Initiative founded by the Office of the Vice President, REP has since conducted several initiatives during fiscal year 2010-2011 as follows:

1. Submitted a draft business plan for the Prophet Ibrahim University (PIU). PIU will be the first English language in the southern Iraq city of Ur.

2. Completed the Training of Trainers program in Emergency Medical Services within the framework of institutionalizing emergency medicine capacity in Iraq, the Iraqi Ministry of Health in collaboration with the World Health Organization.

3. Five training programs in various specialties were offered to 91participants as follows:

a. Emergency Medical Services: Advanced Trauma Life Support

b. Emergency Medical Services: Advanced Cardiac Life Support

c. Emergency Medical Services: Pre-Hospital Trauma Life Support

d. Emergency Medical Services: Advanced Trauma Care for Nurses

e. Emergency Medical Services: Advanced Pediatric Life Support

An additional training program was offered to 18 participants in Trauma


47

Management

4. Signed a Technical Assistance Agreement for the BASRA Children’s Hospital to provide overall project management and draw on all resources of the University and its partners to ensure proper planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. The agreement comes in support of the Department of Health in its efforts to develop a state of the art modern hospital that provides high quality health services for the management of different childhood illnesses with special emphasis on pediatric oncology while doing so in a manner that reflects a commitment to the Joint Commission International (JCI) standards for hospitals.

III.5 REP’s Contribution to the Elevation of Higher Education in theRegion

Since 1976, the Office of Regional External Programs (REP) has delivered practical and measurable results to both private and public sector organizations throughout the Middle East through academic consulting projects. Drawing on the resources of the American University of Beirut (AUB) allows REP to offer the highest concentration of technical expertise and professional resources in the region. AUB employees include national and international experts who are recognized for their knowledge, innovative research techniques, and insightful analyses. Suffice to say, AUB is unique in many ways including the fact that it has a REP office that serves the region and beyond in terms of academic consulting needs and elevating the level and quality of higher education in the region.

The Office of REP has been involved over the past three decades in extending consulting services as well as assuming management roles for over 20 higher education initiatives as shown in the following list. REP projects have now reached an unprecedented geographic spread in 18 countries and 24 cities.

Bahrain

University College of Bahrain: Academic Consulting: November 15, 2008 – November 14, 2010Technical Assistance: August 15, 2004 – November 15, 2008Strategic, Administrative & Academic Evaluation: August 15, 2004 – December 31, 2004

University of Bahrain: Technical Assistance: October 1987 – September 1997:

• Engineering Programs Planning

• Business, Management and Accounting Programs Planning

• Community Services & Professional Development Programs

• Secondment of Advisor to the President

Gulf Polytechnic: Technical Assistance: March 1981 – September 1987:

• Evaluation and Planning of the Reconstruction of Gulf Polytechnic: Educational Programs, Resource Requirements, Administrative Structure

• Programs Development for Management, Education and Training Framework

• Planning and Programs Coordination & Monitoring

• Engineering Programs Planning

• Business & Management, Accounting, English & Math Testing, Long Range Planning & Administrative Systems Implementation

Ministry of Health: Management Assistance to the College of Health Sciences: October 1978 – December 1994.

Egypt

American University in Cairo: Adult Education Joint Programs: November 2008 – November 2011

Iraq

Iraqi Institute for Continuing Education: Business Plan for the Prophet Ibrahim University: July 2010 – March 2011

Lebanon

• Association for Charity & Culture

Consulting Services for the Establishment of MUDUN University: July 2010 – December 2011

Basra Children’s Hospital Capacity Building Program: Technical Assistance: 2010 - 2011

The Maxwell School of Syracuse University (SU)Leaders for Democracy Fellowship Program: Training Program: June 2011

Education Development Center (EDC): Developing Rehabilitation Assistance to Schools and Teacher Improvement: Technical Assistance: 2010 - 2015


49

Oman

Dhofar University: Technical Assistance: September 2010 – August 2015

Technical Assistance Support: September 7, 2003 – September 6, 2010

Site Visit: February 2003

Pre-Feasibility Study: June 1, 2001 – September 2003

Founding Committee for the Dhofar University Project

Technical Assistance and Support to the National College for Science and Technology: September 7, 2003- September 7, 2005

Qatar

Qatar UniversityAcademic Consulting: January 1, 2009 – September 30, 2010Academic Consulting: May 1, 2007 – December 31, 2008Technical Assistance: January 2, 2007 – March 31, 2007

Saudi Arabia

Nesma Holding Company Ltd.: Business Plan for a Private University of Medical and Allied Health Sciences: August 1, 2008 March 31, 2009

Al Faisal University: Strategic Planning & Management Workshop: December 28, 2007 – June 27, 2008

Al Mana’ College of Health SciencesTechnical Assistance: August 1, 2007 – June 30, 2011Technical Assistance: July 26, 2004 – September 30, 2006Site Visit: February 2003

Prince Fahad Bin Sultan UniversityTechnical Assistance: March 1, 2007 – September 30, 2014Arab Supply & Trading Corporation (ASTRA)

Academic Consulting to Prince Fahad Bin Sultan University: January 1, 2007 – March 31, 2007

Saudi Institute for Health Services: Academic Consulting for the Evaluation of the Existing Diploma in Nursing: February 2006

Kingdom Holdings: Kingdom University Feasibility Study: February 19, 2001 – December 31, 2003

Sudan

Ahfad University for Women:Technical Assistance: September 2008 – September 2011

USA

Syracuse University: Adult Education Joint Programs: October 2009 – October 2013

United Arab Emirates

Ministry of Presidential Affairs: Feasibility Study for Abu Dhabi Private University: January 12, 2005 – March 31, 2006

University of Sharjah: Secondment of EMBA Director & Workshops: December 15, 2002 – August 31, 2007Technical Assistance: June 24, 1999 – July 31, 2003Technical Assistance I: March 1998 – December 2000

The American University of Sharjah: Interim Management: October 1, 1997 – September 30, 1998

His Royal Highness the Ruler of Sharjah: Educational Technical Assistance: April 1996 – September 1998

United Arab Emirates University: Cooperation Agreement: May 1989 – June 1995

Federal Ministry of Health: Establishment & Management of the College of Health Sciences in Abu Dhabi and the Schools of Nursing in Sharjah, Fujeirah and Al Ain: January 1982 – June 1999


51

Figure 2: Higher Education Institutions/Country Count Decade Analysis

52%

Decade

Countries Higher Education Institutions

0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done

Higher Education Institutions/Country Count Decade Analysis

Considerations

Mea

n R

atin

g

Considerations When Selecting A ConsultantAverage Score: 4.13

0

1.0

2.0

3.0

4.0

5.0

Reasonably PricedRegional PresencePast ExperienceConsultant's Skill and Expertise

Reputation of Reliability

Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done

AUB Consultants’ Characteristics

Mea

n R

atin

g

Client’s Satisfaction With AUB ConsultantsAverage Score: 4.33

0

1.00

2.00

3.00

4.00

5.00

A Diversity in Skills Reflective of AUB's

Varied Scope of Expertise

Responsiveness to Concerns

An Attentive and Caring Disposition

A Commitment to Service Excellence

Appropriate Knowledge and Professionalism in Their Area of Expertise

4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g

Quality of Service Provided by REP to the ClientAverage Score: 4.13

0

1.00

2.00

3.00

4.00

5.00

Concise Consultant Reports With Clear Recommendations

Sufficient and Efficient Site Visits

Timely Response to Concerns

Open Communication and Exchange of Ideas

Clear Objectivesfor the Contractual

Period

5.00 5.00 5.00 5.00

4.00

Done

Clients’ Observations

Mea

n R

atin

g

Clients’ Observations as a Result of AUB’s Consulting ServicesAverage Score: 4.14

0

1.00

2.00

3.00

4.00

5.00

AUB Consulting Services Would Be Referred

to Others

Should the Need Arise AUB Consulting Services

Would Be Sought Out Again

The Organization Has A Greater

and Clearer Idea of AUB Faculties

and Services

AUB Consulting Made Significant Contributions

to the Organization

Consulting Requirements and Expectations

Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g

Considerations When Joining a REP TeamAverage Score: 4.40

0

1.00

2.00

3.00

4.00

5.00

Financial RewardExperience Diversification

Promoting AUB Abroad

Consulting ExperienceProfessional Challenge

4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g

Opportunities Provided Through Working With REPAverage Score: 4.26

0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base

Meeting an Array of People

From Varied Professional and

Social Backgrounds

Contributing to AUB's Role in the Region

Working With Colleagues From Various Faculties

Increased Knowledge

of the Region

Collecting Information

That Can Be Applied

To Research

Gaining Experience That Can Be

Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g

Consultants’ Satisfaction with REP StaffAverage Score: 4.73

0

1.00

2.00

3.00

4.00

5.00

A Dedication to AUB's Mission in the Region





4.42 4.47 4.50 4.44 4.50

Done

Consultants’ Views

Mea

n R

atin

g

Consultants’ Views on REP ClientsAverage Score: 4.51

0

1.00

2.00

3.00

4.00

5.00

Would Seek REP Services in the Future if Needed

Sought to Continue Their Relationship

With AUB After Project Completion

Promptly Implemented Recommendations Made

By Consultants

Learned More About AUB Values Through

REP Consultants

Valued the Contributions REP and Its Consultants Made to the Organization

4.504.53

3.78

4.19 4.24

Done

REP Balanced Scorecard Strategy Map

Establish AUB as the premier provider of consulting, training and related professional services throughout the broader region between Europe and South Asia in all areas of specialization offered by AUB's six faculties.

Delivery of world-class consulting customized to client needs within

an attractive value proposition

Integrated multi-faculty know-how

Benchmarking against industry

leaders

World class education relevant to

present and future needs

Provision of opportunities for

professional self-renewal

Careful selection of consultants based

solely on merit

Six general domains of knowledge with

subsequent branching

Practicing on-going strategic analysis to plot market status vis-à-vis

competitors

Multiple assurances involving clients, peer

assessment and current international practices

Proven positive impact on job performance

Up-market professional services

Broad range of expertise Safeguarding competitive position

Excellence in continuing education

Continuous monitoring and timely reporting on

project development and status with incorporation

feedback

Careful tracking of implementation to ensure

smooth blending of multi-faculty expertise in a problem-solving context

Building and updating databases on leading

practices and techniques used in situations similar

to REP projects

Relevance driven menus linked to client based KPIs

Attracting more business Working for higher net margins Maximizing financial returns to the university within our main mission

Vision

Strategic Themes

Client Perspective

Internal Process Perspective

Learning and Growth Perspective

Financial Perspective

0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done

Face Value of New Business Acquired (Including CEC)

Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount

Face Value of New Business Acquired (Excluding CEC)

$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount

Overall REP Operations Face Value (Including CEC)

$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount

Overall REP Operations Face Value (Excluding CEC)

$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount

Gross Earnings (Including CEC)

$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount

Gross Earnings (Excluding CEC)

$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount

REP Net Earnings (Including CEC)

$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount

REP Net Earnings (Excluding CEC)

$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738

REP Institutional KPIs Kiviat Chart

US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%

Geographic Spread (by Location)

Geographic Spread (by Country)

CEC Student Count CEC Total Course Count

Operational Percentage Margin

Total Gross Earnings

Total Face Value of New Business Acquired (Inc. CEC)

2008-092009-10 Target

REP Internal KPIs Kiviat Chart

Triangulation

Number of Multi-Disciplinary Projects

Repeat Clients Number of New Projects

Proposal Successes Out of Total

Total Net Earnings

Total Overall Face Value

US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings

Net Earnings(including CEC)

CECNet Earnings

REP PercentageMargin

$15,580,554

$2,033,891

44%

$734,442$80,022

51


53

III.6 Regional and International Media Exposure

REP establishes an entrepreneurial niche at AUB and fosters market competitiveness among faculty by involving administrative units in the institution-wide marketing approach. REP projects significantly add to AUB’s visibility and marketing in the region. The Continuing Education Center (CEC), Journalism Training Program, and Fahad Bin Sultan University (FBSU) were only some of the REP activities that were highlighted in the media. The media attention came from various media outlets including international television media such as the Washington Based Al Hurra TV; regional media such as Al Hayat and Gulf News; local media such as the Daily Star, An Nahar, L’Orient Le Jour, Radio Liban, LBC, Future TV, OTV, and the recently re-established MTV; as well as AUB media such as Main Gate and Outlook to promote REP events. In addition, REP personnel have been highlighted in the media while participating in various alumni events throughout the world. This extensive media coverage has allowed REP to fulfill a fundamental part of its mission: to expose the AUB name to the widest possible audience. The following are some of the print media highlighting REP initiatives:


Members of Arab civil society joined a 10-week workshop jointly conducted by the American University of Beirut, the US State Department and the Maxwell School of Syracuse University, promoting leadership and democracy skills. Participants came from 12 different Arab countries and were trained on democratic governance, conflict resolution, peace building, advocacy, civic engagement and political participation, media literacy, social media, corporate social responsibility and other relevant topics.

The program was launched in presence of US Ambassador to Lebanon Maura Connelly who welcomed participants stating: “It is difficult to imagine a more important time to embark on such a fellowship program.”

IEMS

With a vision to institutionalize the emergency medicine capacity of the health system in Iraq, MOH in collaboration with WHO sought to develop and advance the capacities of Iraqi health care practitioners in the various areas of emergency medicine through a series of Training of Trainer workshops. This effort falls under the EU-funded project “Support to Specialized Medical Services in Iraq” which focuses on improving the quality, access, and utilization of emergency and blood transfusion services in Iraq. The project was implemented by the American University of Beirut’s

Continuing Education Center (CEC) and the American University of Beirut Medical Center (AUBMC). The project created a core group of trainers and facilitators in the following areas of emergency medicine aimed at different groups of health care professionals. The training program provided approximately 100 Iraqi medical professionals with five-day training workshops at AUBMC.

The Iraq Emergency Medical Services Capacity Building Program attracted significant attention from news media on the local, regional, and international levels alike. The initiative was reported in Al-Anwar, Al-Mustaqbal, and Daily Star



55

Kiwan and Piccinni, among the featured dancers at this year’s fest.

BITF

April 23-26 2011 marked the 1st Annual Beirut International Tango Festival at the American University of Beirut (AUB) ---a first-time university initiative by its Continuing Education Center (CEC). Throughout the festival, world-renowned musicians and performers of Argentinean Tango performed shows and lead instructional workshops and master-classes for participants of all levels

CEC is re-institutionalizing its arts programming. The festival aimed at promoting appreciation for this type of art on campus giving students and the public the opportunity to participate, and hence fulfilling CEC’s mission of reaching out to the community.

newspapers. In addition, articles about the event appeared on the website of the national American daily USA Today, global news websites DailyMe and All Voices, Indian news website Jorbit, Middle Eastern business and news website Zawya, Kurdish news website AK News, and the website of the Independent Press Agency of Iraq among others. Below is a selection of some of the articles reporting IEMS:


57

III.7 Expanding AUB’s Physical Presence in Lebanon

The imperative of community service has been an enduring theme in the history of the American University of Beirut since its establishment in 1866. Approaches to community service, however, are not fixed; they change over time, and in the case of AUB, reflect historical contexts which combine prevailing economic, political and intellectual currents. During the five-year strategic plan, discussions were initiated in the aim of exploring the possibility of expanding AUB’s physical presence in Lebanon in addition to the Main Campus in Beirut, the AUB Medical Center in Beirut, the Agricultural Research and Education Center in the Bekaa region. The main objective of such expansion is to develop vital plans in areas where people can benefit from educational, medical or scientific projects.

III.8 Impact Assessment and Evaluation To quantify the impact that REP has had at the institutional and regional levels, REP developed and implemented a complete impact assessment system. Impact assessment surveys were developed with the AUB Office of Institutional Research and Assessment (OIRA) that measure client satisfaction with REP as well as AUB consultants’ academic and professional growth as a result of participating in REP projects.

III.8.a Client Satisfaction Survey

REP is extremely pleased by the high level of satisfaction expressed by its clients. Clients have expressed their utmost satisfaction with REP’s contribution, stating their intention to pursue collaboration with AUB. The client satisfaction survey (figure 3) revealed that REP clients selected AUB as their prime consultant namely due to past experience, reasonable price, and consultants’ skills and expertise.

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal YearA

mou

nt

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

Figure 3: Considerations When Selecting a Consultant

Figure 4: Clients’ Satisfaction with AUB Consultants

Compared to previous years, the prime factor for choosing AUB remains the consultants’ skills and expertise. As shown in figure 4, clients’ satisfaction with AUB consultants constitutes a major asset that keeps on bringing back clients to AUB as reflected in the number of repeating clients (Figure 3).

The quality of service survey (Figure 5) shows that REP’s consultants sustained open communication with the clients and had clear objectives for each stage of the project. It also shows their promptness in responding to concerns and in attending to new requirements and challenges.


59

Based on the survey (Figure 6), the clients laid emphasis on the impact of the rendered services, pointing up that the consultancy services offered significant contributions to their organizations. During the project, the consultant-client interaction gave the latter a clear notion of AUB and the services offered by the different faculties. The survey also showed that clients are keen on referring to AUB again for future consultancy services and recommend AUB services to other organizations in need of consultancy.

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal YearA

mou

nt


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

Figure 5: Quality of Service Provided by REP to the Client

Figure 6: Clients’ Observations as a Result of AUB’s Consulting Services

III.8.b Consultant Satisfaction Survey

The REP Consultant Satisfaction Survey indicates that consultants are enjoying the valuable and unique opportunity REP is providing them to serve the community and develop themselves professionally. One of the consultants described it as being a “very pleasant experience”. This is corroborated by the fact that the number of REP consultants increased by 16%. The results of the survey (Figure 7) reveal that the most significant considerations when joining a REP consulting team are the diversified experience they gain and the professional challenge they enjoy. One consultant described it as “a very rewarding experience which broadened my horizons …”

Figure 7: Considerations When Joining a REP Team

Survey responses (Figure 8) also reveal that working with REP has mostly provided consultants with the opportunity to contribute to AUB’s role in the region and to meet an array of people from various professional and social backgrounds from within and from outside AUB. One consultant said: “…meeting such professional audience added confidence and credibility to applying theory to real world practices.” Consultants also get an opportunity to increase their knowledge of the region and develop a wider experiential base: “a great opportunity for professional exchange” is what one of the consultants has stated. Some consultants also said that they had gained experience that could be used in their teaching profession and/or be applied in their research projects.


61

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

Figure 8: Opportunities Provided Through Working with REP

Figure 9: Consultants’ Satisfaction with REP Staff

The survey (Figure 9) also shows that AUB consultants appreciate the support they receive from REP staff; a sign of dedication to AUB’s mission in the region ranked the highest among other attributes. Commitment to service excellence, attentive and caring disposition, and responsiveness to concerns have become part of REP tradition and are discerned by internal and external clients alike. One consultant stated: “My experience with REP was very easy and hassle-free. I appreciated the coordination between REP and Olayan School of Business representatives that enabled me to direct my energies and provide a high-caliber workshop without having to worry about bureaucracy and paperwork”.

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

As figure 10 shows, AUB consultants concurred that clients value the contributions offered by REP and its consultants, despite the concern one of the clients had expressed with regards to implementation: “…REP should not agree to carry on a project if the client decides to proceed with a set of actions that contradict the recommendations of REP consultants. REP should stand firm on high standards, best practices, and high-quality output”.

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

Figure 10: Consultants’ Views on REP Clients

III.8.c Regional ImpactREP managed to play a proactive role in raising the quality of higher education institutions on the region through AUB’s involvement with over 27 Higher Education Institutions (HEIs) since 1976 and nine HEIs in 2009-10. For example, Dhofar University (DU), one of REP’s main HEI projects in the GCC region, is the first university in Oman to complete the quality audit process required by the Oman Accreditation Council (OAC). Currently, Oman has over 50 HEIs and the OAC is the body in charge of the external quality assurance and quality enhancement of HEIs and programs in Oman. This achievement was due to the diligent efforts extended by our AUB consultants since 2003. Commendations by OAC in their 2010 report affirm good practices observed at DU. The OAC commended DU for: “Setting up a successful affiliation with the American University of Beirut which has provided a solid foundation for its quality assurance activities”. Furthermore, DU was the first university in the Sultanate of Oman to implement the new standards for Foundation programs set by the Ministry of Higher Education. Accordingly, DU continues to make a positive impact on the higher education map in Oman.


6363

REP also extends consulting support to academic and academic support units at Ahfad University of Women (AUW) in Umderman, Sudan. AUW is unique in Sudan in many ways including the fact that it is not-for-profit institution as well as in playing a proactive role in empowering women by graduating them in various specializations including medicine. Furthermore, several faculty members at AUW, including the President, are AUB alumni. AUB prides itself in supporting AUW which raises the level and quality of higher education in Sudan.

REP is playing a major role in establishing the Fahad Bin Sultan University (FBSU) in Tabuk, northern Saudi Arabia. AUB has contributed not only two Acting Presidents as Secondees to FBSU but also may consultants that have played a pivotal role in setting up the departments, designing the programs, initiating academic support units and overseeing FBSU operations. Being the only American-style higher education institution in Tabuk based on the liberal arts education model with a controlled low student-to-faculty ratio, FBSU certainly stands out as a unique higher education institution in northern Saudi Arabia that promises to set the pace for quality education in that part of the country.

REP and the Faculty of Arts and Sciences also hosted the Leaders for Democracy Fellowship Program that was held for the first time in the Middle East. The program was created by the US State Department’s Middle East Partnership Initiative back in 2005. The U.S. component of the program is conducted annually at Syracuse University and the Middle East component was conducted for the first time at the American University of Beirut. The intensive program consisted of four weeks of academic training and six weeks of internship.


BAHRAIN

CONGO

COSTA R ICA

CYPRUS

EGYPT

IRAQ

JORDAN


KUWAIT

LEBANON

MOROCCOW

OMAN

QATAR

SUDAN

SYRIA


UNITED K INGDOM


WEST BANK

YEMEN

65

The Office of Regional External Programs (REP) strives to utilize the

entire scope of expertise available at the American University of Beirut

to provide the highest level of consulting and technical services in the

Middle East and North Africa (MENA). To continuously move towards

this goal, a strategic plan was developed in February 2006 that sought

to maximize REP’s human and material resources and build REP as a

premier brand in training, consulting, and management services. The

strategic plan was based on a REP SWOT (Strengths, Weaknesses,

Opportunities, and Threats) analysis (Appendix C). The following is a

synopsis of the strategic plan and the progress made in each of the

strategic initiatives in the first four years of implementation.

CHAPTER IV: REP’S FIVE-YEAR STRATEGIC PLAN (2006-2011)


67

IV.1Strategic Initiatives

Until the late 1990’s, no formal strategy existed for REP. During the 1990’s until 2006 REP transitioned to a strategy based on competitive positioning and targeting growth sectors. In 2006 REP implemented a SWOT based five-year strategic plan focusing on coupling internal strengths and external opportunities. Relying on the vision, mission, and values presented in REP’s five-year strategic plan, four strategic initiatives were developed. The following strategic initiatives are interlinked and are inter-dependent for their successful accomplishment.

IV.1.a Faculty Inclusion Initiative

Objective: Double the volume of REP business, faculty projects and number of faculty members involved over the five-year period (2006-2011).

REP’s achievements over the past fiscal year have come as a result of tackling challenges that face the region. However, despite the fact that the current regional economic and political climate remains one of uncertainty and volatility and despite the recent turbulences witnessed throughout the Middle East, the five-year strategic plan was culminated with great success in terms of REP projects, REP pool of consultants, consultation man-days delivered and in terms of triangulation efforts.

In 2010-11, REP projects registered a growth of 85% with a total number of 74 projects as compared to 40 in 2006-07. This same fiscal year also beheld the completion of 23 existing projects amidst great challenges. Going back to 2009-10, REP was able to breakthrough regional and international markets and sign up for more than 36 new projects. Major growth was also witnessed during the fiscal year 2007-08 in terms of REP pool of consultants with a total of 158 consultants and consequently in terms of the 2,067 delivered man-days. Moreover, REP was also able to increase the

compensation rates of its consultants and publish a REP policies and procedures document.

Referring to the initial set objectives, and as the growing number of projects have indicated during the past 5 years and the trend along which REP was operating, REP was indeed able to achieve an exponential growth year after year and was on the verge of meeting its set target after scoring a growth of 85% in 2009-10, but was faced with unforeseen political and economic mishaps that affected major market developments in the entire Middle East region. However, and despite the turbulences, REP was able to uphold the pace and maintain the same growth in 2010-11.

Accomplishments in 10/11

• I n the fifth year of initiation, the REP Interfaculty Advisory Committee (RIAC) met once.

• Number of REP projects increased to 74 during 2010-11, the highest in REP’s history.

• Number of REP consultants reached 111 in 2010-11.


• A REP Policies and Procedures document was published and distributed to increase knowledge of the policies and procedures that both REP consultants and staff operate.

• The compensations rates of REP consultants were increased by almost 25% (effective May 2010) for each consultant level. This meant an overall increase of 60% during REP’s five-year strategic plan period since 2006 as compared to an increase of 25% during the previous 9-year period (1997-2006).

• In the fourth year of initiation, the REP Interfaculty Advisory Committee (RIAC) met twice.


• Number of REP consultants reached 120 in 2009-10.

• The “Abdul-Hamid Hallab REP Service Award for Consulting Excellence” was awarded for the second time this year. Dr. Ghazi Ghaith of the Faculty of Arts and Sciences was the second recipient. The award is aimed to increase the visibility of REP consultants and will help increase the number of faculty members involved in REP work.


• In the third year of initiation, the REP Interfaculty Advisory Committee (RIAC) met twice.


• Number of REP consultants increased to 124 in 2008-09.

• The “Abdul-Hamid Hallab REP Service Award for Consulting Excellence” was awarded for the first time this year. Dr. Ghazi Zaatari of the Faculty of Medicine was the first recipient. The award is aimed to increase the visibility of REP consultants and will help increase the number of faculty members involved in REP work.


69


• In the second year of initiation, the REP Interfaculty Advisory Committee (RIAC) met four times.

• Number of REP projects increased from 40 during 2006-07 to 51 during 2007-08.

• Number of faculty involved in REP projects increased from 84 in 2006-07 to 108 during 2007-08 (see section V.4).

• As a result of REP’s strategy to diversify its project portfolio, new specialization area are being pursued which is reflecting on a more diverse consultant base from the entire AUB faculty pool.


• The REP Interfaculty Advisory Committee (RIAC) was formed. RIAC is chaired by the President and composed of the Provost, Deans, Special Advisor to the President and Vice President of REP. Five meetings took place during 2006-2007.

IV.1.b Market Intelligence Initiative

Objective: To significantly upgrade REP’s ability to foresee major market developments bearing on project development, particularly in the GCC area. This is now our key strategic requirement given the level of escalating competition in the GCC region by North American, European, and Australian institutions among others.

• REP’s experience and expanding portfolio in working with International Organizations is in the interest of AUB and each of the faculties. As the political developments in the Middle East continue to gain attention from Washington and the world, this will continue to be a region in which international monies are being spent. Hence, great priority was placed on pursuing projects funded by international development whereby, starting with 5 projects with international organizations back in 2006, REP was able, today, to increase the number up to 23 projects including 8 Projects with United Nations organizations, 4 projects with the World Health

Organization and a major proposal under review, REP’s largest project with USAID: D-RASATI, a five year initiative and a project with MEPI that was implemented in summer 2010-11. These projects with international organizations have been highly publicized in the local and regional media and are part of REP’s strategy to place greater priority on pursuing projects funded by international development agencies.

• Referring to its set objective, and as opportunities become increasingly available, AUB has positioned itself as a prime market competitor and to respond swiftly and effectively to various Requests For Proposals (RFPs) especially in light of the intense competition from major international academic and consulting entities. Major consulting houses such as Bain, Accenture, McKenzie, Booz & Co., Deloitte, Huron, and AECOM, EDC are all already in the region vying for the resources and opportunities that exist.


• A business development officer was appointed who will be developing a series of reports including country trend & analysis, country cluster intelligence, and market intelligence databases.

• The REP database has been developed that synthesizes all REP activities (including geographic spread, potential clients, AUB faculty involvement, project profile, etc.). This will further organize REP work and provide a means to identify and target projects that meet the University’s objectives based on market needs.


• The Operations Research Consulting and Decision Support (ORCADS) initiative was established. The unit is comprised of a group of university professors in business and engineering that specialize in decision support using quantitative techniques. The professors will help monitor market developments in their respective areas that influence project development. The initiative is proposed to provide consulting services to various industries including manufacturing, retail, airline, financial services, telecom, energy, and healthcare.

• A business development officer was appointed who will be developing a series of reports including country trend & analysis, country cluster intelligence, and market intelligence databases.

• The REP database has been developed that synthesizes all REP activities (including geographic spread, potential clients, AUB faculty involvement, project profile, etc.). This will further organize REP work and provide a means to identify and target projects that meet the University’s objectives based on market needs.

• The JTP Director, who served on the Board of Directors of the Arab Journalism Awards in 2009 and 2010, spoke at, or attended, international events in Dubai, Morocco, Brazil and the United Kingdom to market the program.




• A database is currently being established that synthesizes all REP activities (including geographic spread, potential clients, AUB faculty involvement, project profile, etc.). This will further organize REP work and provide a means to identify and target projects that meet the University’s objectives based on market needs.

• The JTP Director, who serves on the Board of Directors of the Arab Journalism Awards, spoke at, or attended, international events in Sweden, Serbia, France, Belgium, Dubai, and Qatar to market the program.


• The foundations for country trend & analysis, country cluster intelligence, and a market intelligence database were developed and will be expanded on in the coming fiscal year.

• The JTP Director participated in various conferences throughout the MENA region to explore demand for JTP workshops.


• The first Business Development Officer (BDO) at AUB was appointed at REP. Furthermore, a series of reports will be generated including country trend & analysis, country cluster intelligence, and market intelligence databases.

IV.1.c Branding Initiative Objective: To build REP as one of the premium brands in training, consulting and management services in the broader Middle East region. Effective branding requires a visibility campaign, more up-market clients, high-powered co-branding and greater freedom of movement for REP.

Along these 5 years, REP has, indeed, achieved its objective and has positioned itself as one of AUB’s vital units. Its outreach was positively reflected in the many proposals it has engaged in and the increase in the percentage of up market clients with projects implemented with international organizations.


• The percentage of up market clients was maintained with the World Health Organization – Iraq, UNESCO, NISSAN GULF FZCO, National Bank of Kuwait, Syracuse University, Education Development Center and United Nations Population Fund – Iraq.

• REP related activities appeared in all major news outlets in Lebanon (including radio, television, and print media) as well as regional and international print media.


• The percentage of up market clients was increased to 71% with new projects implemented with the International Medical Corps. Both in Beirut and Baghdad, World Health Organization, UNESCO, Nissan, National Bank of Kuwait, and the Lebanese Ministry of Public Health.

• REP officials met with Iraqi Vice President Dr. Adel Abdel Mahdi and Dr. Zuhair Humadi, Director of the Iraq Education Initiative founded by the Office of the Vice President. The meetings provided an opportunity to introduce the Vice President to AUB’s consulting and technical assistance services as well as solidify AUB’s commitment to help rebuild Iraq’s education sector. As a result of the meeting REP is involved in developing a business plan for the Prophet Ibrahim University (PIU). PIU will be the first English language in the southern Iraq city of Ur.

• REP has joined two consortiums to present proposals for major USAID funded projects in Lebanon and Iraq. The consortiums are comprised of major international consulting houses, educational institutions and institutes including AECOM, Louis Berger Group, Aries Group, Four Points Solutions, Financial Services Volunteer Corps. (FSVC), Union of Arab Banks, the International Negotiation Institute, the Center for Institutional Reform and the Informal Sector / University of Maryland, Education Development Center, AMIDEAST, and CHF International.



• The percentage of up market clients was increased to 71% with new projects implemented with the International Medical Corps. Both in Beirut and Baghdad, World Health Organization, UNESCO, Nissan, National Bank of Kuwait, and the Lebanese Ministry of Public Health.


• REP related activities were highlighted in all editions of MainGate throughout the year.


7373

• REP is working with the Office of Communications to design, execute and analyze focus groups aimed at developing an accurate assessment of AUB’s brand position from the perspective of various stakeholders (e.g., current students, faculty, and alumni).


• The number of up-market clients was increased with projects implemented with the World Bank, International Development Association, Medical Welfare Trust Fund, Ministry of Health in Iraq, Ministry of Health in the West Bank, and Solidere International.

• To further REP visibility, new websites were created for each of the major projects for the fiscal year.

• REP made a concerted effort to appear in the media and received wide media coverage in local, regional, and international media.

• A new REP advertisement was placed in the summer edition of MainGate. As a result of this add, several AUB alumni sent their CV to REP for consideration as consultants on REP projects.

Accomplishments in 06/07:

• New websites and brochures for REP and CEC were created.In addition, the Vice President for REP made an exploratory visit to North Africa for the first time to discuss REP services.

IV.1.d LeveragingInitiative

Objective: To stretch and multiply REP resources beyond what is possible, strictly on the basis of our campus home base, through co-branding initiatives with major international providers of similar services particularly in Europe and the U.S. Another dimension of the same initiative is to “partner” with credible local partners in different countries where we operate with a view to increasing our market share and enjoy the benefits of permanent local presence without paying a premium cost for it.

The past 5 years were a clear illustration of the various co-branding initiatives, partnerships and triangulation relationships REP has endorsed. Despite all regional and international challenges, REP was able to sign various Memorandums of Understanding and engage in 23 projects with international organizations as compared to 5 projects back in 2006-2007. The number of triangulation relationships has also phenomenally increased from 2 to 16 in 2010-11. REP has, hence, been able to firmly establish itself as a steadfast source of consulting and technical assistance, locally and throughout the region.


• 2010-2011 fiscal year saw the acquisition and continuation of two major projects in the fields of education and medicine. The Office of REP in collaboration with the Faculty of Arts and Sciences

joined a consortium to implement to the five-year, Lebanon Developing Rehabilitation Assistance to Schools and Teacher Improvement (D-RASATI) project funded by the USAID and led by the Education Development Center, Inc. (EDC) in Washington DC. In addition, REP has completed the Iraqi emergency medical services professionals program with the World Health Organization (WHO) to build the capacity of through a series of trainer training workshops at the AUB Medical Center.

• “The Leaders for Democracy Fellowship program” was launched for the first time in the Middle East. Members of Arab civil society joined a 10-week workshop jointly conducted by the American University of Beirut, the US State Department and the Maxwell School of Syracuse University to promote leadership and democracy skills.


• A memorandum of understanding was signed with the Iraqi Institute for Continuing Education (IICE) to leverage greater opportunities in Iraq. The relationship has resulted in projects with the Iraqi Vice President’s Office as well as the World Health Organization.

• A memorandum of understanding was signed with the BDO Bahrain in the area of health advisory services to leverage greater opportunities in Bahrain. BDO Bahrain is one of the largest professional firms in Bahrain.


75

The firm provides a wide range of professional services including auditing, management consulting, and legal advisory services.

• The number of triangulation relationships has increased to a record of 10 with new initiatives being planned for the coming year.


• The number of triangulation relationships has been maintained at 8 with new initiatives being planned for the coming year.

• Meetings were conducted with the Maxwell School for Citizenship at Syracuse University in New York and Huron Consulting in Chicago during the fiscal year to explore possible triangulation activities. An MoU has already been signed with Syracuse University.


• The number of triangulation relationships doubled compared to the previous year and nearly quadrupled compared to the average since 2002-03.

• New triangulation efforts included a partnership with Progress Management Consultants to provide training to organizations in Saudi Arabia and with UNESCO and UNICEF to deliver workshops to NGO employees involved in various development activities in Lebanon.

• Meetings were conducted with the American University in Cairo and the Instituto de Empresas in Spain during the fiscal year to explore possible triangulation activities.


• REP began triangulation efforts with the Forte Business Consult in Kuwait and the Dutch Embassy in Lebanon.

IV.2 Balanced Scorecard

In an effort to maximize efficiency and measure performance towards the strategic plan, REP implemented the Balance Scorecard (BSC). BSC serves as a conceptual framework that enables REP to actively pursue its vision and strategy, and effectively translate them into action. BSC helps REP capitalize on capabilities and assets that already exist such as safeguarding our competitive edge, maintaining excellence in continuing education, integrating multifaceted know how, carefully tracking and monitoring our projects, and ultimately maximizing tangible and non-tangible returns to the University.

This performance management tool provides feedback around both the internal processes and external outcomes. It focuses on four indicators: Customer Perspective, Internal-Business Processes, Learning & Growth and Financials. The following (Figure 7) is the REP Balance Scorecard strategy map.

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

Figure 11: REP Balanced Scorecard Strategy Map


77

IV.3 REP Key Performance Indicators (KPIs)

2006 saw the debut of a 5-year strategic plan; a vision set by REP in the aim of becoming the most renowned prestigious center for institutional consulting both regionally and internationally. REP performance along these 5 years has progressively expanded and was culminated with major achievements and successes as witnessed during the fiscal year 2010-2011. Along these years, Key Performance Indicators (KPIs) were carefully selected to serve as quantifiable measurements that reflect the critical success factors of REP and act as a measure of progress towards the organization’s goals. REP uses two sets of KPIs. The first set is institutionally mandated by the President of the American University of Beirut in collaboration with the Vice President for Regional External Programs and the REP Interfaculty Advisory Committee as well as approved by the President’s Cabinet and coordinated with the Office of Strategic Planning. The second set was established by the Vice President for Regional External Programs. This set serves as internal measures beyond those required by the AUB leadership in order to create a more complete and critical picture of REP operations. Figure 8 lists all REP’s KPIs. Both institutional and internal KPIs were divided in to subsets (geographic outreach, financial, community outreach, consultant related, project related, market related, etc) to capture diversity and increase reporting effectiveness.

In addition, REP worked with the Office of Strategy Management to upload all KPIs (both institutional and internal) to the Actuate Performancesoft Views program that is used by AUB to monitor all institutional KPIs. Doing so will help REP develop tracking mechanisms for all its indicators thus monitor performance in a more established manner throughout the year.

Hence, the KPIs set for the year 2010-2011 as compared to KPIs set for the last 4 years clearly indicate the evolution made and the increase in current performance in light of past activities. Starting with 19 KPIs in 2006, (7) institutionally mandated and (12) additional internal measures, REP has further developed its benchmarks and has even gone as far as adapting its internal measures to defined segments; thus, increasing them from (12) to (20) measures in 2007-2008. New indicators were incorporated in order to cover all facets and angles of the projects undertaken by REP & CEC such

as identifying the number of non-academic consultants, the number of secondees and adjunctees, the number of new projects that would help monitor business growth, the percentage of ongoing projects per faculty and the percentage of faculty members participating in REP activity that would give a clear indication and a comparison of the level of participation of AUB faculties and staff.

REP, however, has not settled for such increase in its KPIs, and has, instead, constantly looked ahead and explored means to further develop the business along firm guidelines and indicators. It has, hence, exhaustively expanded its list of KPIs by 15% thus reaching a total of (31) KPIs in 2008-2009 as compared to (20) in the previous year. Moreover, AUB has expanded its scope of work and has consequently opened the door for non-AUB consultants and has added a new internal measure related to that item, in particular, in addition to adding 2 new indicators related to the number of the projects completed and assessed; both in terms of successes and failures. REP has also started focusing on up-market segments and benchmarked its targeted prospects against this market-related indicator.

Moving to the 4th year 2009-2010, and in light of the business growth and the increase in the scope of work and geographic coverage, REP has further enhanced its consultant-related KPIs by 43% in order to better identify AUB and non-AUB consultants, REP consultants pool and the percentage of AUB consultants to REP consultants. It has also expanded its project-related KPIs to include the budgets incurred and the multi-disciplinary projects.

In 2010-2011, REP has maintained its high-level performance along the same Key Performance Indicators setting them as benchmarks and guidelines for its operations and activities.

In conclusion, the progress of REP regarding the KPIs for the 5 past years has been phenomenal and has served REP in operating along high standards and guidelines thus developing and maintaining high-level performance and output.


79

REP Institutional and Internal Key Performance Indicators (KPI’s) Institutionally Mandated

Geographic Outreach1 Geographic Spread (by country)

2 Geographic Spread (by location)

Financial

3 Total Face Value of New Business Acquired (Including CEC)

4 Total Gross Earnings

5 Operational Percentage Margin

Community Outreach6 CEC Student Count

7 CEC Total Course Count

Internal Measures

Financial

8 REP Face Value of New Business

9 CEC Face Value of New Business

10 REP Overall Face Value

11 CEC Overall Face Value

12 Total Overall Face Value

13 REP Gross Earnings

14 REP Expenses

15 REP Net Earnings

16 CEC Gross Earnings

17 CEC Expenses

18 CEC Net Earnings

19 Total Net Earnings

Consultant Related

20 Consulting Man-Days Delivered

21 Number of Faculty Members Participating in REP

22 Number of Secondees and Adjunctees

23 Total AUB Faculty Members Engaged as REP Consultants

24 Number of Non-Academic Consultants

25 Total AUB Consultants

26 Number of Non-AUB Consultants

27 Total REP Consultant Pool

28 Percentage of Instructional Faculty Members Participating in REP Projects

29 Percentage of AUB Consultants to REP Consultants

Project Related

30 Number of New Projects

31 Number of Ongoing Projects

32 Total Number of Projects

33 Total Number of Budgets

34 Completed Projects

35 Number of Multi-Disciplinary Projects

36 Projects per Faculty

37 Percentage of Projects per Faculty

38 Proposal Success Rate

Client/Market Related

39 Percentage of Repeat Clients

40 Total Number of Clients

41 Client Profile (Private/Public/Mixed)

42 Percentage of Up-Market Segment

43 Number of Triangulation Initiatives

Table 8: REP institutional and internal Key Performance Indicators (KPI’s)

79


REP’s consulting and technical assistance services primarily assist

organizations to improve their existing performance, mainly through

the analysis of existing operations, to develop plans for establishing a

new operation, or to provide training to personnel. Organizations have

hired the services of REP to provide organizational change management

assistance, development of coaching skills, technology implementation,

strategy development, or operational improvement services. REP brings

its own, methodologies or frameworks to guide the identification of

problems, and to serve as the basis for recommendations for more

effective or efficient ways of performing business tasks. It is our unique

acquisition of knowledge and consultant base that makes REP an

attractive service provider.

CHAPTER V: REP PERFORMANCE IN 2010-2011

BAHRAIN

CONGO

COSTA R ICA

EGYPT

IRAQ

JORDAN


KUWAIT

LEBANON

OMAN

QATAR

SUDAN

SYRIA


UNITED K INGDOM


WEST BANK

YEMEN


83

V.1 New Projects Acquired

During the 2010-11 fiscal year, REP secured 21 new projects in various areas of specialization including medical & health sciences, higher education, business management, and journalism. The following table (Table 4) lists chronologically all new REP projects with contracts signed between October 1, 2010 and June 30, 2011

Table 4: Fiscal Year 2010-11 New Regional External Programs Projects

V.1.a Securing New Projects

Before culminating in a REP project, the office vets initial inquiries, submits proposals, and negotiates with the client about all aspects of the potential project. To organize the process, lists were developed during the fiscal year and constantly updated. Each list is categorized into the following groups with respect to the nature of the potential project and/or client as follows:

• Projects that may involve agreements with higher education institutions

• Workshops and training programs

• Projects that may be offered by the Continuing Education Center

• Projects related to consulting and feasibility studies

The lists organize the potential REP projects as well as those under implementation and finally projects that have completed implementation. This will allow REP to easily track each project from one phase to the other which will in turn provide an in-depth analysis of any bottlenecks in order to provide the appropriate solution for ensuring the success of potential REP projects, especially those that facilitate the improvement of KPIs such as geographic spread, new business, repeat customers, client profile, market segment, etc.

Based on these lists, the following phases are used to monitor the progress of an inquiry through the life cycle of a potential REP project:

Phase I: Initial probing (exploratory) by the client during which enquiries and discussions take place.

Phase II: Submission of a preliminary proposal, i.e. expression of interest (EOI) and/or letter of intent (LOI).

Phase III: Submission of a final proposal by REP after initial negotiations on scope of project.

Phase IV: Signing of a contract by both REP and the client.

Phase V: Project Implementation phase

During fiscal year 2010-11, pending/prospective proposals were distributed as follows:

Phase I: 90 projects including 14 in higher education; 33 for delivering workshops/training; 12 to be implemented by the CEC and 31 for consulting & feasibility studies.

Phase II: 61 projects including eight in higher education; 24 for delivering workshops/training; eight to be implemented by the CEC and 21 for consulting & feasibility studies.

Phase III: 48 projects including six in higher education; 20 for delivering workshops/training; six to be implemented by the CEC and 16 for consulting & feasibility studies.

Fiscal Year 2010-11 New Regional External Programs ProjectsNo. Project Name Client Location of

Client Start Date Completion Date

1 Leaders for Democracy Fellowship II Program Syracuse University USA November 1, 2010 July 7, 2012

2 Translation & Cultural Adaptation of the Arabic Version of the Community Tool Box University of Kansas USA November 1,

2010 May 31, 2012

3 Technical Assistance - Facilities Management American University of Iraq - Sulaimani

Sulaimaniya - Iraq

November 7, 2010 January 31, 2011

4 Mini-MBA Course American Management Center

Damascus - Syria

November 15, 2010 February 28, 2011

5 Clinical & Communication Skills: The Approach to Medical Encounters

Graduate Management Education/FM

Beirut - Lebanon


6 Developing Rehabilitation Assistance to Schools and Teacher Improvement (D-RASATI)

Education Development Center USA December 1,

2010 August 29, 2015

7 Pilot Cadet Recruitment Project Middle East Airlines Beirut - Lebanon

December 8, 2010 April 30, 2011

8 Letter of Understanding - Country Programme Action Plan UNFPA - Iraq Erbil - Iraq December 14,

2010 December 13, 2014

9 Promoting Civic Values & Life Skills for Adolescents (12-19) through Education in Iraq UNFPA - Iraq Erbil - Iraq December 14,

2010 November 13, 2012

10 Provision of Executive Education Services National Bank of Kuwait Kuwait January 20, 2011 January 19, 2012

11 Staff Development Workshops AUB Medical Center Beirut - Lebanon

February 21, 2011 August 20, 2011

12 Concept Paper on the Establishment of a Regional Center for Substance Use Prevention & Control Mentor Arabia Beirut -

Lebanon March 4, 2011 July 31, 2011

13 Technical Assistance to Media Workshops Iraqi Institute for Continuing Education Erbil - Iraq April 21, 2011 October 31, 2011

14 Reproductive Health Program UNFPA - Iraq Erbil - Iraq May 1, 2011 December 31, 2014

15 Iraq Emergency Medicine Life Support Training Course WHO - Iraq Beirut - Lebanon May 28, 2011 July 7, 2011

16 Youth Program UNFPA - Iraq Erbil - Iraq May 31, 2011 December 31, 2014

17 Technical Assistance - Basra Children's Hospital WHO - Iraq Basra - Iraq June 1, 2011 December 31, 2011

18 Cooperation and Collaboration on Higher Education and Education

Binomeir Educational Foundation

Abu Dhabi, UAE June 3, 2011 June 2, 2014

19 Extension of Executive Education Protocols National Bank of Kuwait Kuwait June 6, 2011 December 5, 2012

20 AUSACE 2011 Conference: Digital & Media Literacy - New Directions

Open Society Foundation & Participants/FAS

Beirut - Lebanon June 21, 2011 Expiry of Funds

21 Technical Assistance Ahfad University for Women

Ummdurman - Sudan

September 15, 2011 September 14, 2013

Table 9: Fiscal Year 2010-11 New Regional External Programs Projects


85

Phase IV: 43 projects (21 signed & 22 previously signed are carried over to phase IV) including five in higher education; 16 for delivering workshops/training; six to be implemented by the CEC and 16 for consulting & feasibility studies.

Phase V: 41 projects ( 19 new & 22 on-going) are in the implementation stage during 2010-11.

Therefore, the following percentages apply for 2010-11: 67% of projects in phase I made it to phase II, 90% of projects in phase III made it tp phase IV, and 95% are in the implementation phase. The table below shows a comparative picture of these results pertaining to success rates from one stage to the other. According to Figure 9, the proposal successes out of total transition from Phase III to IV was 90%.

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year

Geogaphic Spread (by country)

8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns

Geogaphic Spread (by location)

10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Total AUB Consultant Pool (Faculty, non-faculty, Secondees)

54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]

Percentage of Instructional Faculty Members Involved in REP Projects

19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts

Multi-Disciplinary Projects (Percentage of Total Projects)

29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Mandays Delivered and Billed

834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix

Client Profile by Sector

19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al

Market Segment (Percentage of Up Market Clients Out of Total)

90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen

Active REP Projects Per Country

Active Projects Over $.5 Mil

2010-11 Rep Projects (47)Valued Under $100k

Active Projects Between $100k & $500k

CountryNo. of ProjectsJune 11

June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC

Proposal Success Rate

49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total

No. of ProjectsJune 11

June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74

No. ofProjects per Faculty2010-June 11

Figure 12: Proposal Successes Out of Total

V.2 REP Projects Managed in 2010-11

REP seeks to maintain a diverse project portfolio that reflects a highly assorted client profile and draws on all of AUB’s faculties. During the fiscal year, REP managed 74 projects, representing diversity in sectors, specializations, and contributions to the host country. This number of projects is the largest in REP’s history to be managed simultaneously. Many of these multi-year contracts have required the full gamut of REP’s consulting and technical assistance services. Some of these projects entered their second, third, or even fourth year of implementation with major achievements being accomplished during this fiscal year.

Table 6 illustrates REP’s full project portfolio during the 2010-11 fiscal year:


87

Fiscal Year 2010-11 Ongoing Regional External Programs ProjectsNo. Project Name Client Location

of ClientStart Date Completion Date

1 Technical Assistance Ahfad University for Women Ummdurman - Sudan

September 15, 2011 September 14, 2013

2 AUSACE 2011 Conference: Digital & Media Literacy - New Directions

Open Society Foundation & Participants/FAS

Beirut - Lebanon

June 21, 2011 Expiry of Funds

3 Extension of Executive Education Protocols National Bank of Kuwait Kuwait June 6, 2011 December 5, 2012

4 Cooperation and Collaboration on Higher Education and Education Binomeir Educational Foundation Abu Dhabi,

UAEJune 3, 2011 June 2, 2014

5 Technical Assistance - Basra Children's Hospital WHO - Iraq Basra - Iraq June 1, 2011 December 31, 2011

6 Youth Program UNFPA - Iraq Erbil - Iraq May 31, 2011 December 31, 2014

7 Iraq Emergency Medicine Life Support Training Course WHO - Iraq Beirut - Lebanon

May 28, 2011 July 7, 2011

8 Reproductive Health Program UNFPA - Iraq Erbil - Iraq May 1, 2011 December 31, 2014

9 Technical Assistance to Media Workshops Iraqi Institute for Continuing Education Erbil - Iraq April 2,

2011 October 31, 2011

10 Concept Paper on the Establishment of a Regional Center for Substance Use Prevention & Control Mentor Arabia Beirut -

LebanonMarch 4, 2011 July 31, 2011

11 Staff Development Workshops AUB Medical Center - Human Resources

Beirut - Lebanon

February 21, 2011 August 20, 2011

12 Provision of Executive Education Services National Bank of Kuwait Kuwait January 20, 2011 January 19, 2012

13 Letter of Understanding - Country Programme Action Plan UNFPA - Iraq Erbil - Iraq December 14, 2010 December 13, 2014

14 Promoting Civic Values & Life Skills for Adolescents (12-19) through Education in Iraq UNFPA - Iraq Erbil - Iraq December

14, 2010 November 13, 2012

15 Pilot Cadet Recruitment Project Middle East Airlines Beirut - Lebanon

December 8, 2010 April 30, 2011

16 Developing Rehabilitation Assistance to Schools and Teacher Improvement (D-RASATI) Education Development Center USA December

1, 2010 August 29, 2015

17 Clinical & Communication Skills: The Approach to Medical Encounters

Graduate Management Education/FM

Beirut - Lebanon


18 Mini-MBA Course American Management Center Damascus - Syria

November 15, 2010 February 28, 2011

19 Technical Assistance - Facilities Management American University of Iraq - Sulaimani

Sulaimaniya - Iraq


20 Leaders for Democracy Fellowship II Program Syracuse University USA November 1, 2010 July 7, 2012

21 Translation & Cultural Adaptation of the Arabic Version of the Community Tool Box University of Kansas USA November

1, 2010 May 31, 2012

22 Updating Curriculum of Kinshasa School of Public Health Abt Associates Inc. USA/Congo October 1, 2010 June 15, 2011

23 Academic Consulting 2010 - 2013 Qatar University Qatar October 1, 2010 September 30, 2013

24 Training & Consulting Services BDO consulting WLL Bahrain September 27, 2010 September 26, 2012

25 Health Care Management Training AMAR International Charitable Foundation Iraq September

13, 2010 June 30, 2011

26 Iraq Emergency Medical Services Capacity Building Program WHO-Iraq Iraq September 13, 2010 June 30, 2011

27 Technical Assistance & Support to Dhofar University Dhofar University Oman September 1, 2010 August 31, 2015

28 Leadership Development Program for Middle Managers National Bank of Kuwait Kuwait August 12, 2010 August 11, 2012

29 Public Training Programs in Project Management Collaboration, Management & Control Solutions Lebanon July 30,

2010 July 29, 2011

30 Building the Capacity of School Health Educators to Teach HIV and AIDs in Lebanon UNESCO Lebanon July 23,

2010 April 30, 2011

31 Strategic Execution Workshop International Bank of Qatar Qatar July 21, 2010 July 20, 2011

32 Business Plan for the Prophet Ibrahim University Iraqi Institute for Continuing Education Iraq July 21,

2010 September 30, 2011

33 Improving the Health & Environment Conditions of Palestinian Refugees in Lebanon UNRWA Lebanon July 12,

2010 July 11, 2012



34 Training & Consulting Services to Earth University Earth University Costa Rica July 5, 2010 July 4, 2012

35 Assessing the Emergency Responsiveness & Analyzing the Gap in the Caza of Tyr

Swiss Agency for Development & Cooperation Lebanon July 1,

2010 January 30, 2011

36 MUDUN University Association for Charity & Culture Lebanon July 1, 2010 December 31, 2011

37 Leadership in Strategic Health Communication UNICEF-Iraq Iraq June 18, 2010 October 15, 2010

38 Adolescents & Youth Friendly Health Services - II UNFPA-Iraq Iraq June 15, 2010 August 31, 2011

39 Executive Education Program - III National Bank of Kuwait Kuwait June 10, 2010 September 9, 2011

40 Workshop on Strategic Executive Leadership International Bank of Qatar Qatar May 20, 2010 December 20, 2010

41 Design & Implementation of Workshops Baalbaki Group Lebanon May 3, 2010 November 31, 2010

42 Executive Education Program - Phase II National Bank of Kuwait Kuwait April 30, 2010 April 29, 2011

43 Training in Program Management National Population Council Yemen March 2, 2010 October 31, 2010

44 Marketing & Branding Campaign for AUB - Phase II AUB - Development/Communication

Beirut - Lebanon

February 22, 2010 October 31, 2010

45 Staff Development Workshops AUBMC Lebanon February 10, 2010 August 9, 2010

46 Provision of Executive Education & Consulting Services Iraqi Institute for Continuing Education Iraq January 16,

2010 January 15, 2012

47 Training in Pathology & Laboratory Medicine Individual Technician Trainees Lebanon January 2, 2010 May 15, 2011

48 Adolescents & Youth Friendly Health Services UNFPA-Iraq Iraq December 30, 2009 December 29, 2011

49 Executive Education Program Aramex Jordan December 29, 2009 February 28, 2011

50 Change Management Workshop Aramex-Lebanon Lebanon December 15, 2009 October 31, 2010

51 Journalism Training Program Workshops on Parliament Affairs

Westminster Foundation for Democracy Lebanon October

15, 2009 October 14, 2013

52 Adult Education Joint Programs Syracuse University USA October 9, 2009 October 8, 2013

53 Tobacco Control Policy Capacity Building for NGOs Ministry of Health Lebanon September 3, 2009 October 31, 2010

54 Customized Executive Education Program Nissan Gulf FZCOUnited Arab Emirates - Dubai

August 5, 2009 March 31, 2011

55 A Situation Analysis of Health Education Activities in Egypt WHO Egypt July 1, 2009 December 31, 2009

56 National Behavioral Change Communication Strategy & Multi-Year Plan of Action UNICEF Lebanon May 12,

2009 November 30, 2011

57 Consulting on Curriculum Development for Professional Journalists Jordan Media Institute Jordan March 25,

2009 December 31, 2010

58 Technical Assistance to Kfarhatta Technical School Jabal Amel Women Association Lebanon March 1, 2009 November 30, 2010

59 Academic Consulting Azm Educational Campus Lebanon February 1, 2009 July 31, 2011

60 Academic Consulting Qatar University Qatar January 1, 2009 September 30, 2010

61 Continuing Education Cooperation American University in Cairo Egypt November 25, 2008 November 24, 2011

62 Academic Consulting University College of Bahrain Bahrain November 15, 2008 November 14, 2010

63 Technical Assistance Ahfad University for Women Sudan September 15, 2008 September 14, 2011

64 Media Management Workshop International Research & Exchanges Board Lebanon June 23,

2008 Expiry of Funds

65 Strategic Executive Leadership Seminars Syrian Young Entrepreneurs Association Syria March 25,

2008 March 31, 2011


89



66 Workshop on Elections International Foundation for Election Systems Lebanon January 15,

2008 Expiry of Funds

67 Technical Assistance to Mohammad Al Mana' College for Health Sciences Al Mana' General Hospitals Saudi Arabia

- KhobarAugust 1, 2007 June 30, 2011

68 Training of NGOs on Health Education Techniques during Emergency Situations Welfare Association Lebanon July 12,

2007 November 31, 2010

69 Technical Assistance Fahad Bin Sultan University Saudi Arabia - Tabuk

March 1, 2007 September 30, 2014

70 Professional Journalists Training Program Sarah Al Fadl USA/Lebanon

March 1, 2007 March 1, 2012

71 Health Care Assistance Medical Welfare Trust Fund USA/West Bank

June 30, 2006 June 29, 2011

72 Understanding Contemporary Islam Riad SadekUnited Arab Emirates - Dubai

July 1, 2005 Expiry of Funds

73 AIDS Information System Healthlink WorldwideUnited Kingdom/Lebanon

March 1, 2005 Expiry of Funds

74 Technical Assistance & Support to Dhofar University Dhofar University Oman September 1, 2003 September 6, 2010

V.2.a Current Project Highlights

Iraq Emergency Medical Services Capacity Building Program. In an effort to institutionalize emergency medicine capacity in Iraq, the Iraqi Ministry of Health in collaboration with the World Health Organization to build the capacity of Iraqi professionals in the field of emergency medicine through a series of training of trainer workshops. This project is funded by the European Commission and implemented by the American University of Beirut’s Continuing Education Center (CEC) and the Medical Center. The project created a core group of trainers and facilitators in the following areas of emergency medicine:

• Advanced Trauma Life Support (ATLS) Physicians• Advanced Cardiac Life Support (ACLS) Physicians• Pre-Hospital Trauma Life Support (PHTLS) Nurses /Paramedics • Advanced Trauma Care for Nurses (ATCN) Nurses• Advanced Pediatric Life Support (APLS) Physicians

The training program provided approximately 100 Iraqi medical professionals participants with five-day training workshops at the AUB Medical Center. These workshops incorporated adult learning pedagogy and material specifically tailored to the needed technical medical skills. Participants acquired the necessary knowledge and skills to facilitate and lead similar training at the national level as well as receive certification by the Continuing Education Center in the area of specialization.

Table 10: Fiscal Year 2010-11 Ongoing Regional External Programs Projects


91

Lebanon Developing Rehabilitation Assistance to Schools and Teacher Improvement Project (D-RASATI)

The American University of Beirut’s Office of Regional External Programs (REP) in collaboration with the Faculty of Arts and Sciences have joined a consortium to implement the Lebanon Developing Rehabilitation Assistance to Schools and Teacher Improvement Project (D-RASATI) funded by the United States Agency for International Development. D-RASATI will improve educational outcomes in Lebanon by improving teacher and student performance, increasing community and parental involvement, and improving the school learning environment. The project has three main goals as follows:

1. Conduct a comprehensive assessment of all 1,350 public schools in Lebanon2. Increase learning opportunities3. Increase Stakeholder Engagement in Public Schools

The American University of Beirut will provide technical support to improving teacher and student performance through in-service teacher training programs. AUB will work to provide capacity building to the MEHE/CERD such that MEHE/CERD is able to provide enhanced quality of in-service teacher training and professional development to public school teachers, school directors and supervisors. AUB will take the technical/conceptual lead in the development of appropriate models, strategies and materials, in collaboration with EDC, SJU and LU.

Prophet Ibrahim University for Science and Technology (PIUST)

The American University of Beirut (AUB), through its Office of Regional External Programs (REP) seeks to provide a business plan for the establishment of the Prophet Ibrahim University for Science and Technology (PIUST) in the city of Ur within the Dhi Qar Province of Iraq. PIUST will be a private, English-speaking university at a distinguished level that will increase the science and technology workforce in Iraq as well as promote science-based sustainable development. PIUST will provide distinct services at the highest academic standards, sustain the values of the academic profession, and uphold the identity and culture of the region. The business plan for PIU will draw the roadmap for the project including the time phasing of establishing schools, developing curricula, and estimating costs.


Members of Arab civil society joined a 10-week workshop promoting leadership and democracy skills and jointly conducted by the American University of Beirut, the US State Department and the Maxwell School of Citizenship and Public Affairs at Syracuse University. Called the Leaders for Democracy Fellowship Program, the workshop is in its fifth year, but was held for the first time in the Middle East. It was hosted by the AUB Office of Regional External Programs and the Faculty of Arts and Sciences and it was created by the US State Department’s

Middle East Partnership Initiative back in 2005. The U.S. component of the program is conducted annually at Syracuse U.

Participants come from 12 different Arab countries and were trained on democratic governance, conflict resolution, peace building, advocacy, civic engagement and political participation, media literacy, social media, corporate social responsibility and other relevant topics. “The Office of Regional External Programs in collaboration with the Faculty of Arts and Sciences had developed a program that encompassed theoretical material, delivered by leading academicians at AUB, and practical expertise by drawing on the experience of top practitioners from the Lebanese public, private, and non-governmental sectors.

Basra Children’s Hospital Capacity Building Program

The WHO/AUB/MOH consortium seeks to support the Department of Health Basra in its efforts to develop a state of the art modern hospital that provides high quality health services for the management of different childhood illnesses with special emphasis on pediatric oncology while doing so in a manner that reflects a commitment to the Joint Commission International (JCI) standards for hospitals.

REP will, hence, provide overall project management and will draw on all resources of the University and its partners to ensure proper planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives.


93

REP will rely on AUB’s extensive experience in international accreditation to address hospital assessment and capacity building road map and will work with AUBMC officers on institutional accreditation and AUB’s Continuing Education Center to develop training workshops.

V.3 Geographic Spread

In addition to entering new areas of specialization, REP has also expanded its geographic presence in the 2010-11 fiscal year. During the November 2006 Board of Trustees meeting, it was recommended that REP tap into additional countries within the MENA region to help diversify REP projects with respect to their geographic spread and add to REP’s mission to further enhance AUB’s presence and visibility in the region. This recommendation was made in light of the branding initiative of the strategic plan which seeks to build REP as one of the premier brands in training, consulting and management services in the broader MENA region. To this end, a concerted effort was made to win projects in areas where REP has not previously worked.

During the fiscal year, REP had active projects in 18 countries (Bahrain, Congo, Costa Rica, Egypt, Iraq, Jordan, Kuwait, Lebanon, Oman, Qatar, Saudi Arabia, Sudan, Syria, United Arab Emirates, United Kingdom, United States, West Bank, and Yemen).

Additionally, the number of locations (cities/regions) in which REP has a presence is also the largest ever (24) and has surpassed the target set for this KPI (Figure 11). Figure 12 illustrates potential countries REP may expand to.

Figure 14: Geographic Spread (By Country)

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


Figure 13: REP Current and Potential Geographic Spread


95

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


The following charts outline REP’s projects distributed by country and monetary value. While the majority of REP projects are in Lebanon (23), the highest value projects, over $0.5 million, are located in Kuwait, Oman, Qatar and Saudi Arabia. It is interesting to note that the number of projects in Iraq increased from two in 2008-09 to eight in 2009-10 and reached 15 in June 2011 due to several projects with UNFPA, WHO and IICE. Table 7 is a summary of the REP projects broken down according to project value. The number of projects is followed by the percentage of the total face value these projects hold. In each of the following charts the country is followed by the number of projects in that country and the percentage of total projects (i.e. Kuwait; 4; 8%). As can be seen, whereas 23 projects (31%) are in Lebanon, another 51 projects (69%) are distributed over 19 countries.

Figure 16: Active REP Projects Per Country

Table 11: Active REP Projects Per Country

Active Projects Per Country

Country

No. of Projects

June11

No. of Projects

Sep11

June11% Sep11%

Bahrain 2 2 3% 2%

Congo 1 1 1% 1%

Costa Rica 1 1 1% 1%

Egypt 2 2 3% 2%

Iraq 15 16 20% 20%

Jordan 2 3 3% 4%

KSA 2 2 3% 2%

Kuwait 5 5 7% 6%

Lebanon 23 30 31% 35%

Oman 2 2 3% 2%

Qatar 4 4 5% 5%

Sudan 2 2 3% 2%

Syria 2 3 3% 4%

UAE 3 3 4% 4%

United Kingdom 2 2 3% 2%

United States 4 5 5% 6%

West Bank 1 1 1% 1%

Yemen 1 1 1% 1%

Total 74 85 100% 100%

Figure 15: Geographic Spread (By Location)

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74



97

Figure 17: Active REP Projects Valued over $0.5 mil

Table 12: Active REP Projects Valued over $0.5 mil



No. of ProjectsSep 11

June 11% Sep 11%

Iraq 1 1 6% 6%

KSA 2 2 43% 43%

Kuwait 2 2 13% 13%

Oman 1 1 6% 6%

Qatar 2 2 19% 19%

US 1 1 13% 13%

Total 9 9 100% 100%

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


Active Projects Between $100k & $500kCountry



June % Sep %

Bahrain 1 1 3% 3%

Iraq 5 5 28% 25%

Jordan 1 2 2% 3%

Kuwait 3 3 11% 10%

Lebanon 3 5 24% 27%

Oman 1 1 7% 6%

Sudan 2 2 10% 9%

Syria 0 1 0% 3%

UAE 1 1 5% 4%

US 1 1 5% 5%

West Bank 1 1 5% 5%

Total 19 23 100% 100%

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


Figure 18: Active REP Projects Valued between $100k & $500k

Table 13: Active REP Projects Valued between $100k & $500k


99

Active Projects Less than $100k

CountryNo. of ProjectsJune11


June % Sep %

Bahrain 1 1 0% 0%

Congo 1 1 7% 6%

Costa Rica 1 1 0% 0%

Egypt 2 2 1% 1%

Iraq 9 10 24% 26%

Jordan 1 1 2% 2%

Lebanon 20 25 42% 45%

Qatar 2 2 10% 8%

Syria 2 2 2% 2%

UAE 2 2 4% 4%

UK 2 2 5% 4%

US 2 3 2% 1%

Yemen 1 1 1% 1%

Total 46 53 100% 100%

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


Figure 19: Active REP Projects less than $100k Table 14: Active REP Projects less than $100k


101

V. 4 Faculty Involvement in REP Projects

REP’s single most valuable resource is AUB’s faculty and staff, who serve as consultants, workshop leaders, secondees and quality assurance implementers for various projects and training programs. This fiscal year witnessed the largest number of AUB faculty participating in REP projects over the past decade. The 96 full-time AUB consultants involved in REP projects (Table 9) represent the fourth highest total in the past decade (Figure 17). The percentage of faculty members involved in REP projects from AUB was reduced to 13%.

Faculty involvement in REP Consulting Activity

2006-07 2007-08 2008-09 2009-102010-June 11

2010-Sep11

Number of faculty participating in REP 59 88 83 75 55 55

Number of Secondees and Adjunctees 3 12 7 8 4 4

Total AUB Faculty Involved as REP Consultants 62 100 90 83 59 59

Number of non-Academic Consultants 17 17 24 24 37 39

Total AUB Consultants 79 117 114 107 96 98

Number of non-AUB Consultants 33 41 10 23 15 15

Total REP Consultant Pool 112 158 124 130 111 113

Percentage of instructional faculty members participating in REP activities 15% 25% 21% 18% 13% 13%

Table 15: Faculty involvement in REP Consulting Activity

Figure 20: Number of AUB Consultants Involved in REP Projects

Figure 21: Percentage of Instructional Faculty Members Involved in REP Projects

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74



103

In addition, four AUB faculty members were seconded or adjuncted to REP projects abroad during 2010-11. These individuals are assigned to REP projects and serve in senior management leadership positions to move the organization forward in its early stages of development. The following are REP’s secondees and adjunctees for the 2010-11 fiscal year:

REP Adjunctees and SecondeesUNFPA

Kassem Kassak Secondee 50% Technical Advisor to Reproductive Health Program

FAHAD BIN SULTAN UNIVERSITYAhmad Nasri Secondee Acting President

Abdallah Lyzzaik Secondee Acting Provost

QATAR UNIVERSITYKassem Shaaban Secondee Dean, College of Arts & Sciences

Table 16: REP Adjunctees and Secondee

REP leadership is keen on involving a large percentage of AUB’s faculty in REP projects. Furthermore, cooperation between faculties is extremely important to provide clients with the most comprehensive services possible. As Figure 19 indicates, this fiscal year the percentage of multi-disciplinary REP projects (which draw consultants from two or more faculties and/or academic support units) is 23%. While this is less than the percentage of previous years the actual number of multi-disciplinary projects increased to 17 which is the highest number during the strategic planning period (2006-11). The drop in percentage is due to the increase in the number of total projects.

The following (Figure 20 & Table 11) present a synopsis of the distribution of REP’s project portfolio by faculty and the face value of REP projects that each faculty enjoys. At 27% projects with the Faculty of Health Sciences compose the majority of the REP portfolio. However, REP coordinated projects account for the largest face value share with 53% followed by the Olayan School of Business at 16%.

Multi-Disciplinary ProjectsName FAFS FAS FEA FHS FM OSB REP & Non-Academic units

1 AWS x x

2 UCB – 08-10 x x

3 MWTF x x x

4 Al Mana’ x x x x

5 DU 09/10 x x x x

6 DU 10/15 x x x x

7 QU 09-10 x x

8 QU 10/13 x x

9 FBSU x x x x

10 Ahfad 08/11 x x x

11 Ahfad 11/13 x x x x

12 EARTH University x x x

13 ACC/Mudun Univ. x x x x

14 IICE/PIU x x x x x x x

15 BDO x x x x x

16 EDC x x

17 AUBMC-HR x x

TOTAL 4 12 7 5 5 10 10

Table 17: Multi-Disciplinary Projects

Figure 22: Multi-Disciplinary Projects (Percentage of Total Projects

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74



105

The following table compares the distribution of REP projects per faculty versus the project face value by faculty. Projects shown per faculty are those completely coordinated and run by the faculty concerned (possibly with limited involvement from another faculty/unit) whereas REP coordinated projects are those which involve a consulting team from various faculties and/or academic support units.

Distribution of REP Projects per Faculty & Project Face Value by Faculty

FAFS FAS OSB FEA FM FHSREP Coordinated

CEC Total

Percentage of Projects By Faculty 0% 4% 19% 0% 8% 27% 26% 16% 100%

Percentage by Face Value 0% 5% 16% 0% 14% 11% 53% 1% 100%

Table 18: Distribution of REP Projects per Faculty and Project Face Value by Faculty

Projects Per FacultyFAFS FAS OSB FEA FM FHS Multi-

Disciplinary CEC Total

2010-Sep11 0 3 17 0 6 25 21 13 85

2010-June11 0 3 14 0 6 20 19 12 74

2009-10 0 1 17 0 6 21 18 11 74

2008-09 0 3 11 0 8 11 15 5 53

2007-08 1 4 15 0 7 8 11 5 51

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


Table 19: Projects by Faculty

figure 23: Projects by Faculty


107

V.5 Man-days Delivered and Billed

Mandays are the number of days that REP consultants work on the various REP projects during the year. During 2010-11 fiscal year a total of 1,149 mandays were delivered by REP consultants as illustrated in Figure 21.

V.6 REP Client Profiles

As illustrated in Figure 22, REP has maintained a diverse client profile with projects distributed among public, private and mix (international organizations & NGOs). This year REP reestablished AUB as a leading consultant on higher education with the highest number of projects in higher education in 2010-11. REP maintained AUB’s involvement in higher education projects with six institutions in five different countries [Qatar University, Qatar; Fahad Bin Sultan University (Tabuk), Mohammed and Al Mana’ College of Health Sciences (Al-Khobar), both in Saudi Arabia; Ahfad University for Women, Sudan; University College of Bahrain, Bahrain; and Dhofar University, Oman]. REP also signed a Memorandum of Understanding with Bin Omeir Educational Foundation for technical assistance in major educational projects. REP also managed to play a proactive role in raising the quality of higher education institutions in the region through AUB’s involvement with over 27 Higher Education Institutions (HEIs) since 1976 and nine HEIs in 2009-10. As an example, Dhofar University (DU), one of our main HEI projects in the GCC region, is the first university in Oman to complete the Quality Audit process required by the Omani Accreditation Council (OAC). Currently, Oman has over 50 HEIs and the OAC is the body in charge of the external quality assurance and quality enhancement of HEIs and programs in Oman. This achievement was due to the diligent efforts extended

by our AUB consultants since 2003. Commendations by OAC in their 2010 report affirm good practices observed at DU.

In addition, this year marks a benchmark in the number of projects with international organizations and institutions. Some of these clients include: UNICEF, the Swiss Agency for Development and Cooperation, the United Nations Population Fund, UNESCO, World Health Organization- Iraq, Education Development Center (sub-award from USAID) and Syracuse University. In 2010-11 the mixture among public and private sector clients was relatively balanced. Both public and private sector clients reflect a new target market chosen and approved during the strategic planning process – ‘up-market clients,’ a category that included international organizations, private companies and regional universities.

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


Figure 24: Mandays Delivered and Billed

10%


109

Despite the decline in the percentage of its up market clients to 69% in fiscal year 2010-11, REP has maintained its current client mix along its target goal initially set within 50-75% and has engaged with a high number of educational institutions, international NGOs, and medical institutions.

While taking pride in a diverse client profile, REP is also keen on maintaining long term relationships with clients through renewed contracts and agreements. As clients re-sign contracts with REP for continued service, or a new set of services, they demonstrate confidence in REP’s ability to deliver high-quality consulting and technical assistance. This year, REP was able to maintain the number of repeat clients at 19 as illustrated in Figure 24. The figures achieved at the end of the five-year strategic plan surpasses by 36% the target of 14 set for this KPI.

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


Figure 25: Client Profile by Sector

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


Figure 26: Market Segment Target


111

0

5

10

15

20

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03] [2010-11]Target

Num

ber o

f Cou

ntrie

s

Fiscal Year


8

10

78

1112

15

12

2018 18

Fiscal Year

Num

ber o

f Loc

atio

ns


10 10

12 12

1516

2223 24 24

16

0

5

10

15

20

25

[2010-11]Target

[2010-June10]

[2010-Sep10]

[2008-09] [2009-10][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Fiscal Year

Num

ber o

f AU

B C

onsu

ltant

s

0

20

40

60

80

100

120

140

[2010-11]Target

[2009-10] [2010-Sep11]

2010-][June11

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


54 54

8994

97 96 98

140

79

117114

107

Done

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

5%

10%

15%

20%

25%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04]


19%

22%

20%

15%

25%

21%

18%

13% 13%

25%

Fiscal Year

Perc

enta

ge o

f Tot

al P

roje

cts


29%

26%

32% 32%

35%

24%22% 23%

20% 21%

33%

0%

5%

10%

15%

20%

25%

30%

35%

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Man

days

0

500

1,000

1,500

2,000

2,500

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]


834 847

1,523

1,149

1,902

1,5151,624

2,0672,179

2,060

1,550

1,345

Fiscal Year

Perc

enta

ge o

f Fac

ulty

Invo

lvem

ent

0%

10%

20%

30%

40%

50%

60%

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Public

Private

Mix


19%

8%

19%

11%14%

18%

35%

39%

48%

39% 39%

31%

37%

50%

53%

15%

20%

10%

5% 6.5%

42%

53%50%

52%

36%

29%

50%

41%

43%

44%

44% 40%

51% 53.2%

Done

Fiscal Year

Perc

enta

ge o

f Up

Mar

ket C

lient

s O

ut o

f Tot

al


90%88% 88%

50%

68% 67%71%

79%

70%

0%

20%

40%

60%

80%

100%

69%73%

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

Fiscal Year

Num

ber o

f Rep

eat C

lient

s

0

5

10

15

20

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02]

Repeat Clients

14 15

11

1617 17

20 2019

14

6

4

Costa Rica

Bahrain

Congo

Egypt

Iraq

Jordan

KSA

Kuwait

Lebanon

Oman

Qatar

Sudan

Syria

UAE

United Kingdom

United States

West Bank

Yemen






June 11Percentage

Iraq

United States

Kuwait

Oman

KSA

Qatar

Bahrain

Congo

Costa Rica

Egypt

Iraq

Jordan

Lebanon

Qatar

Syria

UAE

United Kingdom

United States

Yemen

United States

Bahrain

Iraq

Jordan

Kuwait

Lebanon

Oman

Saudi Arabia

Sudan

West Bank

UAE

FAS

OSB

FM

FHS

REP Coordinated

CEC


49% 49%

42% 40%

58%

89% 92% 92% 90%

Fiscal Year

0%

20%

40%

60%

80%

100%

50%

[2010-11][2009-10] [2010-11][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03]

Done

1 6%

2 43%

2 13%

1 6%

2 19%

1 13%

9 100%

Country

Total


June 11 Percentage


PercentageJune 11

1 3%

5 28%

1 2%

3 11%

3 24%

1 7%

1 5%

2 10%

1 5%

1 5%

1 5%

19 100%Total

Total


June 11 Percentage

1 0%

1 7%

1 0%

2 1%

9 24%

1 2%

20 42%

2 10%

2 2%

2 4%

2 5%

2 2%

1 1%

46 100%Total

1 1%

2 3%

1 1%

2 3%

15 20%

2 3%

2 3%

5 7%

23 31%

2 3%

4 5%

2 3%

2 3%

3 4%

2 3%

4 5%

1 1%

1 1%

74 100%Total

3

14

6

20

19

12

74


Figure 27: Repeat Clients

111


BAHRAIN

CONGO

COSTA R ICA

CYPRUS

EGYPT

IRAQ

JORDAN


KUWAIT

LEBANON

MOROCCOW

OMAN

QATAR

SUDAN

SYRIA


UNITED K INGDOM


WEST BANK

YEMEN

113

Inter-faculty and multidisciplinary in nature, CEC programs are

designed to cater to the personal and professional growth

needs of practitioners in a wide variety of areas including

business, journalism, nutrition, health care assistance,

information technology, education, languages, and arts.

Harnessing the expertise of AUB’s six faculties, CEC offers

courses and programs that can lead to professional certificates

and diplomas. In addition to the regular courses, CEC offers

exam preparatory courses, organizes special summer

programs, and oversees a special program (University for

Seniors) designed for older people.

CHAPTER VI: CEC PERFORMANCE IN 2010-2011


115

VI.1 Introduction

The Continuing Education Center (CEC) at the American University of Beirut is a division of the Office of the Vice President for Regional External Programs. CEC extends the resources of the university into the community by providing high quality continuing educational opportunities for people of all educational and professional levels, and for various age groups ranging from school age to old age.

Mission

The mission of the Continuing Education Center (CEC) is to meet the lifelong educational and training needs of all learners in the local community and the region. Harnessing AUB resources in various fields of knowledge, CEC offers a variety of standard and customized certificate programs, non-credit courses, and workshops in Lebanon and the region. CEC aims to enhance professional and technical skills while addressing the needs for personal development and cultural enrichment.

Vision

The Continuing Education Center (CEC) aspires to become a center of excellence providing quality education and training in a variety of fields to a diverse population of learners in Lebanon and the Middle East and North Africa (MENA).

VI.2 Kamil Sadeddin Continuing EducationScholarship

During the fiscal year 2008-09, the Continuing Education Center launched the Kamil Sadeddin Continuing Education Scholarship. This scholarship fund was made possible by the generous donation of Mr. Kamil Sadeddin, a friend of REP and AUB. This scholarship fund aims to encourage AUB’s community members to enhance their education and become more effective employees by pursuing individual courses and professional certificates and diplomas at CEC. Eligibility criteria for the scholarship are as follows:

• AUB full-time non-academic staff member

• Grade 12 or below

During 2010-11, 40 AUB employees were awarded scholarships. Some of the scholarship recipients pursued courses in English and web design, while others registered for certificate and diploma courses.

VI.3 Tuition Discountfor AUB Employees andTheir Dependents

During the fall & spring semesters of the AY 2010-2011, 64 students who are AUB staff dependents received 50% discount on their education tuition at CEC. This scholarship encourages AUB employees to enrol in CEC courses and empower themselves with more education and training. It is also an incentive for AUB departments to sponsor their employees to take CEC courses and improve their skills and performance.

VI.4 Program Offeringsand Activities in 2010-11

The idea of developing the skills of all those who continuously seek education has been a cornerstone throughout the history of CEC for more than 25 years. At times of political turmoil and war the “Extension Program,” as it was known back then, provided professional training to people from all over the Beirut area. In spite of the difficulties, CEC remained open to the public in an effort to continue its mission of meeting the lifelong and training needs of all learners in the local and regional community.

It is this spirit of service to the local and regional community that makes CEC an essential part of the Office for Regional

AUB’s Main Gate with the University Motto


117

External Programs, and indeed the American University of Beirut. The flexibility of the type and format of course/certificate offerings within CEC allows for fast response to market needs for non-credit programs. In addition, CEC activities and learners transcend the boundaries of Lebanon. With over 1,000 certificate and diploma graduates as well as training workshop participants, CEC learners can be found throughout the Middle East and North Africa (MENA) from the hospitals of Iraq to the newsrooms of Morocco.

VI.4.a Marketing Management Diploma

In response to the market demand for a more advanced program in marketing, CEC launched the Marketing Management Diploma during the spring semester 2011.

The objective of this diploma is to provide an advanced and comprehensive overview of marketing from basic to strategic. The components of marketing, such as consumer behavior, sales management, marketing communication, marketing research, market segmentation, and strategic marketing planning are emphasized.

Students who would like to pursue a diploma in marketing are required to take four additional courses in marketing after they complete their certificate program. These four courses are: Services Marketing, Public Relations, Consumer Behavior, and International Marketing.

VI.4.b Information Technology

A new certificate in Information Technology was designed to replace the old one which became obsolete. The new certificate aims at refreshing the knowledge and skills of IT practitioners and at helping non-IT people gain a competitive advantage by mastering the essential IT skills necessary to perform efficiently in

today’s IT- dependent organizations. Participants will also acquire a solid IT background that will enable them to enroll in advanced and specialized IT programs. The certificate consists of four courses whereby the first course will be offered in fall 2011. The four courses are: Fundamentals of System Administration, Fundamentals of Web Design, Introduction to Programming, and Relational Database Design.

The certificate is designed for a wide range of prospective participants from various academic and professional tracks and at different decision-making levels. It is mainly designed for:

• People who are working in the IT field

• University students and graduates who need an IT background for their future careers

• All professionals who need basic IT knowledge at work

In addition to the IT certificate, CEC will start offering as of fall 2011 four non-certificate IT professional courses- three of which are with certification.

VI.4.cNursing Certificates

CEC, in collaboration with the Hariri School of Nursing, will launch four new certificates in fall 2011. These certificates will be targeted at professionals in the Healthcare field, especially nurses. This will provide a real opportunity for healthcare institutions in Lebanon

and abroad to educate and train their employees who will, at the end of each program, receive a certificate of completion from the AUB’s Continuing Education Center. Individuals can also enrol in some of these programs and take courses that lead to a professional certificate in Nursing.

The four certificate programs are:

1. Leadership and Management in Nursing

2. Post-Basic Nursing Informatics3. Community Health Nursing

4. Post-Basic Critical Care Nursing

VI.4.d Exam Preparatory Courses

CEC realized the need of university graduates for special programs to prepare them for the standardized tests that they need to pass with a good score in order to continue their graduate education or enter the school of medicine. For this purpose, CEC has extended its exam preparation courses to include GMAT and MCAT Preparatory courses in addition to the current offerings which are English for SAT and Math for SAT. The MCAT preparatory course was offered for the first time in Lebanon and at CEC during the summer semester of 2010-2011, and the student enrolment was very good despite the short period between the announcement of the course and the beginning of classes. All the four exam preparatory courses will be offered starting fall 2011.


119

VI.4.e CollaborationManagement and Control Solutions(CMCS)

REP signed a Memorandum of Understanding (MoU) with Collaboration, Management and Control Solutions (CMCS) to offer public training courses exclusively at AUB’s Continuing Education Center (CEC). Under the terms of the agreement, the signing parties combine top academic heritage and professional industry experience to provide capacity-building and organizational development solutions targeting a wide range of trainees, including undergraduate and graduate students, professionals, executives, and top management from the private and government sectors and NGOs. The courses involved are categorized as basic, intermediate, advanced and certification-based. Three courses were delivered in AY 2010-11 to a total of 46 participants.

CMCS is an Oracle University Approved Education Provider in the Middle East. Over the past 24 years, the CMCS team has provided training for more than 10,000 professionals. The company continues to emphasize the importance of state-of-the-art solutions from Oracle Primavera, Hard Dollar, Deltek, EcoSys, ADePT, eTimeMachine, and Synchro through its offices in Qatar, Bahrain, KSA, Egypt, UAE, Kuwait, Jordan, Oman, Libya, Kenya and India, Greece and Italy. The 2011 public training schedule covers over 60 course offerings in addition to PMI and Oracle Primavera, such as AACEI (EVP, PSP, CCE), IIBA(CBAP), and other highly-advanced and professional courses that are being offered for the first time in Lebanon.

VI.4.f USGBC LEED Education and Training

REP signed a License Agreement with the U.S. Green Building Council, Inc. (USGBC) to use USGBC courses to offer public training on Green Building basics, concepts, strategies, and design. Leadership in Energy & Environmental Design (LEED) is an internationally recognized green building certification system developed by the U.S. Green Building Council (USGBC). In LEED,

there are four levels of certification: Certified, Silver, Gold and Platinum. USGBC established the Green Building Certification Institute (GBCI) that provides a series of exams to allow interested individuals become LEED Accredited Professional (LEED AP) or LEED Green Associate (LEED Green Assoc.)

The courses licensed under the above Agreement are: • Green Building Basics and LEED• Core Concepts & Strategies• Understanding the Building Design + Construction LEED Rating Systems

VI.4.g New Non-certificate Courses

CEC has developed new non-certificate courses in Digital Radiography, IT, Balanced Score Card, Finance, and Pilates. These courses will be offered at CEC starting fall 2011.

VI.4.h Beirut International Tango Festival

The Continuing Education Center (CEC) was a key sponsor for the third annual Beirut International Tango Festival (BITF). The festival took place from April 28, 2011 to May 1, 2011, during which over 450 participants from 28 countries took workshops for all Levels and various Tango themes including Milonga, Valtz, Nuevo, and Milongeuro. The classes were given on AUB’s scenic campus in the West Hall

Festival performers demonstrate Argentine Tango to the AUB community

Opening Ceremony at AUB’s Main Gate Atrium


121

classrooms/activity rooms, and the evening Milongas (Tango parties) were held at exotic locations including Hotel St-Georges in Beirut.

The festival’s artistic team consisted of nine Argentine Tango dancers lead by Mazen Kiwan, a French/Lebanese pioneer of Argentine Tango in the Middle East and director of the festival, and other talented musicians.

The first annual Beirut International Tango Festival was the first of its kind in Lebanon and the region. In 2010, despite the drastically reduced number of participants and dancers due to the Eruption of the Icelandic Volcano “Eyjafjallajokul,” which grounded thousands of flights in and out of Europe during April 2010; the festival was successfully executed by the implementation of a contingency plan. This year, the festival courses and demonstrations were given by five international talented couples.

VI.4.i Certificate & Diploma Programs

During the AY 2010-11, the following certificates and diplomas were offered:• Accounting Studies Certificate• Essentials of Business Certificate • Financial Management Certificate • Human Resource Management Certificate • Marketing Management Certificate • Office Management Certificate • Marketing Management Diploma• Human Resource Management Diploma• Journalism Certificate

VI.4.j Non-Certificate Courses

During the 2010-11 fiscal year the following courses were offered:

Languages

CEC offers English language courses at all levels of proficiency, as well as specialized courses for members of various professions and students preparing for the TOEFL. This division also serves non-native speakers of Arabic by providing classes in Modern Standard Arabic, Colloquial Arabic, and Arabic for special purposes. Students may also take classes in a variety of other languages.

Arabic• Standard Arabic Beginner• Standard Arabic Intermediate• Standard Arabic Advanced• Colloquial Arabic Beginner• Colloquial Arabic Intermediate• Colloquial Arabic Advanced

English• English Language• Conversational English

Other languages• Portuguese• French• Italian• Spanish• Chinese• Russian

The CEC course count of 67 was the highest in 2009-10, while in 2010-2011, the course count (including summer term) went down to 49 which is still 32 % greater than the decade average. The drop in the course count was caused by the cancelling of some language courses due to insufficient student enrolment. The following CEC course count represents only CEC courses given over a semester.

Exam Preparatory Courses• English for SAT• Math for SAT • MCAT Preparatory Course• Math for GMAT• English for Gmat

Art Courses• Basic Photography • Interiors• Sketching

Special Courses • Leadership Skills• Business Protocol• Web Design

Professional Intensive Courses• Project Management Professional

Preparation Course


123

CEC Course Count by Subject

Year Business Management

Information Technology Journalism English

LanguageOther Languages

Exam Preparatory Courses*

Special & Art Courses

Total

2000-01 15 6 0 14 6 NA 5 462001-02 16 9 0 17 2 NA 4 482002-03 20 6 0 17 4 NA 3 502003-04 16 3 0 13 2 NA 1 352004-05 18 1 0 15 3 NA 0 372005-06 20 2 0 16 4 NA 1 432006-07 23 0 0 11 3 NA 4 412007-08 32 0 0 14 5 NA 4 552008-09 30 0 0 16 5 NA 5 562009-10 35 0 2 18 7 NA 5 67Average 22.5 2.7 0.2 15.1 4.1 NA 3.2 47.82010-11** 28 0 2 10 2 0 7 49

Certificate ProgramsYear Accounting Financial

ManagementMarketing Management Business HR Management Office

ManagementInformation Technology Journalism

1997-98 X X X X X1998-99 X X X X X1999-00 X X X X X2000-01 X X X X X2001-02 X X X X X2002-03 X X X X X X2003-04 X X X X X X2004-05 X X X X X X2005-06 X X X X X X2006-07 X X X X X2007-08 X X X X X2008-09 X X X X X2009-10 X X X X X X

2010-11 X X X X X X X

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

Figure 28: CEC course count

Certificate Programs Diploma ProgramsYear HR Management Marketing

Management Total

1997-98 41998-99 51999-00 52000-01 52001-02 52002-03 62003-04 62004-05 62005-06 62006-07 52007-08 X 62008-09 X 62009-10 X 7

2010-11 X X 9

Table 21: CEC Certificate & Diploma Program Offerings

Table 20: CEC course count by subject

* Since the number of these courses has increased, they are grouped now under a separate category.

The SAT courses that were offered during previous years were put under “Special & Art Courses”.

** Does not include the courses offered during the summer semester


125

VI.5 Student Enrollment

The constant response to market needs has allowed CEC to cater to new and emerging market needs in continuing education. This year 535 students were enrolled in semester courses during the fall and spring semesters. And the overall count for AY 2010-11 (including summer term) is 738 which is the highest figure in the past decade & 37% greater than the decade average.

VI.6 Quality Assurance Measures

CEC has put in place a plan to improve all its services and functions working primarily on program content, delivery, assessment, and customer service. The goal is to strengthen the structure of CEC, increase its productivity, and eventually apply for accreditation from the Accrediting Council for Continuing Education and Training (ACCET). This would entail putting standards and criteria to assure that only quality continuing education is being offered to the various sectors of the community in Lebanon and abroad. The assigned CEC coordinators will hence assume a greater role and will be asked on a regular basis to review CEC programs and ensure that the quality of CEC education is comparable to that of the regular programs. The Instructor Course Evaluation questionnaires will continue to serve as an essential indicator that depicts areas of strengths and weaknesses.

VI.7 University for SeniorsVI.7.a Vision

The University for Seniors at the American University of Beirut (AUB) is a pioneering program with and for older people. It aims to create a new and positive face of aging in Beirut, Lebanon and the Middle East Region: one where older adults remain intellectually and socially engaged, energized to learn new things, and active contributors to their communities.

VI.7.b Mission

The University for Seniors provides older adults (defined as aged 50 and above) with educational and cultural opportunities in a sociable environment. The program offers a variety of activities: study groups, lectures, educational trips, and projects with AUB students.

Three core principles underline the program: peer-learning, community-building, and intergenerational connections. Peer-learning means that seniors learn from one another rather than from a paid professional instructor. Study group leaders and lecturers are all volunteers. Community-building: the University for Seniors will be a membership organization to reinforce the idea that one is joining a community rather than paying for one-off activities. It will be member-run through elected officers and committees. Intergenerational connections: Seniors do not want to be ghettoized as ‘old people’ and wish specifically to

be connected to the regular AUB student body. These intergenerational connections will be created through multiple academic and extra-curricular activities.

VI.7.c History of the Project

The idea for the University for Seniors actually grew out of contacts with neighbors of AUB who live in Ras Beirut. Many expressed concern that increasing numbers of older people are living alone as their children migrate internationally for their professional lives, and that no programs cater to the specific intellectual and social needs of older adults. Dr. Abla Sibai, Professor in the Faculty of Health Sciences, and Dr. Cynthia Myntti, leader of the AUB Neighborhood Initiative, decided to fill this gap with a program dedicated to “learning for the pleasure of learning.”

Between June 2008 and November 2009, an extensive feasibility study was conducted consisting of focus group discussions, a survey of older AUB alumni, community meetings, and visits to successful programs in other countries. This process convinced the team at AUB that the idea would be enthusiastically welcomed in Beirut.

VI.7.d Events in 2010-2011

During the autumn of 2010, the University for Seniors embarked on its second experimental term from 1 November-15 December. Study groups were offered on classical music, the oral history of Ras Beirut, and the art of oriental carpets. A group of seniors made an educational trip to Damascus in November to study the architecture of old courtyard houses. And a four-part public lecture series was organized on the topic of “Healthy Aging.”

52%

Decade


0

5

10

15

20

25

2000's1990's1980's1970's

1 12 2

5

7

13

22

Done


Considerations

Mea

n R

atin

g


0

1.0

2.0

3.0

4.0

5.0



Brand Name

3.50

4.505.00 5.00

4.00

5.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00







4.67 4.674.33

4.675.00

Done

Quality of Service

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






Period

5.00 5.00 5.00 5.00

4.00

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00


to Others





and Services


to the Organization


Were Met

4.675.005.00 5.00

4.67

Consideration

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00




4.40 4.60 4.47 4.53

3.95

Done

Opportunities

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00

Developing a Wider

Experiential Base



Social Backgrounds



Increased Knowledge

of the Region


That Can Be Applied

To Research


Applied to Teaching

3.81

3.06

4.47

3.72

4.55 4.50 4.30

Done

Characteristics

Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00






4.42 4.47 4.50 4.44 4.50

Done


Mea

n R

atin

g


0

1.00

2.00

3.00

4.00

5.00





By Consultants


REP Consultants


4.504.53

3.78

4.19 4.24

Done







leaders






solely on merit




competitors









feedback





to REP projects



Vision

Strategic Themes

Client Perspective




0

10

20

30

40

50

60

70

80

[2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal Year

Num

ber o

f Cou

rses

4648

50

3537

43 41

55 56

67

49

Done

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2009-10] [2010-11]Target

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

Done


Fiscal Year

Am

ount

$1,698,312

$4,565,392

$3,511,728

$5,968,232

$4,196,294

$3,183,560 $3,051,634

$5,780,237 $5,682,921

$4,887,831

$6,528,778

$4,000,000

$6,088,715

$7,044,900

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2010-Sep 11]

[2009-10] [2010-June11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

[2010-11]Target

[2009-10] [2010-June 11]

[2010-Sep 11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Fiscal Year

Am

ount


$4,365,042

$3,318,202

$5,747,050

$4,011,598

$2,993,894 $2,832,130

$5,494,866 $5,346,239

$4,646,707

$6,060,691

$3,000,000

$5,694,227

$6,531,035

$1,490,406

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Am

ount


$12,435,163 $12,468,690

$6,839,171

$9,702,951 $9,833,320

$11,877,619

$9,799,426

$8,623,094

$11,542,775$12,402,961 $12,717,673

$15,580,554 $16,536,738

$12,000,000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

$0

$3000000

$6000000

$9000000

$12000000

$15000000

$18000000

[2010-June10]

[2009-2010] [2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$12,227,257$11,806,424

$12,680,340

$6,645,645

$9,481,769 $9,648,624

$11,532,392

$9,476,424

$8,182,952

$11,080,573$11,802,682 $11,982,853

$15,057,504 $15,894,311

$0

$500000

$1000000

$1500000

$2000000

$2500000

$3000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$1,171,802$1,026,509

$1,226,386

$1,046,024 $970,422$1,105,562

$1,760,891

$1,311,206

$1,873,110

$2,201,668

$2,798,167$2,935,033

$1,720,000

$1,652,936

$2,033,891

Fiscal Year

Am

ount


$0

$500000

$1000000

$1500000

$2000000

$2500000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$963,896$816,291$1,026,036

$852,498$749,240

$920,866

$1,415,664

$989,358

$1,549,525

$1,886,686

$2,413,431 $2,401,995

$1,321,948

$1,581,175$1,400,000

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

Fiscal Year

Am

ount


$614,390

$409,239$541,311

$393,545 $368,488$465,073

$575,255

$1,118,760

$1,338,926

$1,899,509$1,850,182

$765,161$734,442

$892,721

$1,116,582

$0

$500000

$1000000

$1500000

$2000000

[2010-11]Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00]

Fiscal Year

Am

ount


$562,888$502,867

$326,432 $281,853

$429,016

$968,729

$441,503

$999,974

$1,206,446

$1,762,533

$1,575,899

$654,420

$782,995

$645,707

Fiscal Year

Am

ount

CEC Net Earnings

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

$51,502

$1,586

$38,444

$67,113

$86,635

$36,057

$147,853$133,752

$118,786$132,480 $136,976

$274,283

$119,454

$80,022$109,726

Fiscal Year

Am

ount

Percentage Margin

0%

10%

20%

30%

40%

50%

60%

70%

80%

[2010-11] Target

[2009-10] [2010-June11]

[2010-Sep11]

[2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01][1999-00][1998-99]

44%

38%38%42%

63%

44%

60% 61%

68%

63%

46%44% 44%52%

0

10

20

30

40

50

60

70

[2010-June 11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

Fiscal YearN

umbe

r of C

ours

es

CEC Course Count

4648

50

3537

43 41

55 56

49

60

67

Fiscal Year

Num

ber o

f Stu

dent

s

0

100

200

300

400

500

600

700

800

[2010-June11]

[2010-Sept 11]

[2009-10][2008-09][2007-08][2006-07][2005-06][2004-05][2003-04][2002-03][2001-02][2000-01]

CEC Student Count

490529

567

404

453476

601

534

600

722

535

738


US$6,528,280

US$4,887,831

US$4,000,000US$2,935,033

US$2,798,167

US$1,720,000

68%63%

67600

500

20

2322

16

15 12

722

56

40

46%







2008-092009-10 Target


Triangulation




Total Net Earnings


US$12,717,673US$12,402,961US$12,000,000

US$1,899,509US$1,850,182

US$765,161

92%

92%50%

3620

17

14

18

14

8

5

15 12

24

20

2008-092009-10 Target

0%

10%

20%

30%

40%

50%

60%

70%

80%

$6,088,715

$0

$1000000

$2000000

$3000000

$4000000

$5000000

$6000000

$7000000

$8000000

$9000000

$10000000

$11000000

$12000000

$13000000

$14000000

$15000000

$16000000

Total FaceValue

OverallFace Value

REPGross Earnings


CECNet Earnings


$15,580,554

$2,033,891

44%

$734,442$80,022

Figure 29: CEC Student Count


127

All activities were led by volunteers and offered free of charge. Approximately 250 seniors participated in these activities, including 100 who had registered for the study groups. As part of the experimental phase, and to ‘learn by doing’, every activity was evaluated extensively by participants.

During spring 2011, the University for Seniors embarked on its third experimental term from 1 May – 15 June. Study groups were organized on poetry appreciation, classical music masterworks, the architectural history of Beirut’s downtown, and the history of Lebanese art. A public lecture series entertained and educated audiences about four great cities of the world: Barcelona, Bangkok, Cairo and Istanbul. Approximately 100 seniors registered for the study groups, and another 100 came to the public lectures. As in the Fall 2010, the study groups and lectures were carefully evaluated. The term ended with an informal social gathering on 3 June 2011 in the courtyard of Van Dyck Hall. Many attendees brought their signature homemade dishes to share with their fellow participants.

Other highlights of the year included a gala reception at Marquand House hosted by President and Mrs. Peter Dorman on 14 April 2011. After telling the attendees how proud he was that AUB was hosting this first of a kind program in the Middle East, the President introduced a friendly and amusing question and answer program, which invited University for Seniors participants to comment on their experiences and the special qualities of the program. The evening featured the Tom Hornig Jazz Trio and a sumptuous buffet in the garden of Marquand House.

The University for Seniors Team (Professor Abla Sibai, Professor Cynthia Myntti, Ms. Amani Zaidan, and Ms. Tonnie Choueiri) have embarked on a major fund-raising campaign, with the target of $250,000 over three years from “Founders” and other donors. A grant proposal is also being considered by the Chicago-based Dr. Scholl Foundation. A fulltime Coordinator is expected to be on board as of Fall 2011, and this will allow an expansion of our program offerings and of our participant base. The program for the fall 2011 term is currently being defined.

127


BAHRAIN

CONGO

COSTA R ICA

CYPRUS

EGYPT

IRAQ

JORDAN


KUWAIT

LEBANON

MOROCCOW

OMAN

QATAR

SUDAN

SYRIA


UNITED K INGDOM


WEST BANK

YEMEN

129

The concept of triangulation has become an increasingly

fundamental part of REP program during the strategic plan period

starting in 2006. In the spirit of triangulation REP has explored joint

collaborative initiatives between AUB and other highly recognized

institutional of higher education or consulting houses to deliver

professional consulting services or training programs such to third

parties. These “triangulation” efforts contribute to the leveraging

initiative to multiply REP resources through co-branding initiatives.

Such ventures result in designing products that draw on areas of

strength of both institutions and creating a joint brand name that

is expected to provide stronger marketability for REP deliverables

throughout the Middle East and North Africa region as well as

beyond.

Chapter VII: Triangulation Initiatives


131

VII.1 Introduction

Since 2006, triangulation initiatives have more than tripled thus adding to REP’s portfolio of joint collaborations and partnerships with recognized institutions and organizations. At the onset of the 5-year Strategic Plan back in 2006-07, REP had started with 4 triangulation initiatives and has ended up with 16 initiatives during fiscal year 2010-11.

During this year, REP has added the following triangulation agreements to its triangulation portfolio:

Triangulation ProjectsProject Name Client Location

of Client Start Date Completion Date

D-RASATI Education Development Center USA 12/1/2010 08/29/2015

Health Core Assistance Training of medical staff from the WesT Bank Medical Welfare Trust Fund Training USA 6/30/2006 6/29/2011

Mini MBA course in Syria American Management Center Lebanon 11/15/2010 2/28/2011

Training and Consulting Services BDO consulting WLL Bahrain 9/27/2010 9/26/2012

Iraq Emergency Medical Services Capacity Building WHO-Iraq Iraq 9/13/2010 12/31/2010

Iraq Emergency Medicine Life Support Training Course WHO-Iraq Iraq 05/28/2011 07/7/2011

Technical Assistance-Basra Children’s Hospital WHO -Iraq Iraq 06/1/2011 12/31/2011

Health Care Management TrainingAMAR International Charitable

FoundationIraq 9/13/2010 Expiry of Funds

Public Training Programs in Project ManagementCollaboration, Management

and Control SolutionsLebanon 7/30/2010 8/9/2010

Training and Consulting Services to Earth University Earth University Costa Rica 7/5/2010 7/4/2012

Leadership in Strategic Health Communication UNICEF-Iraq Iraq 6/3/2010 10/15/2010

Provision of Executive Education and Consulting ServicesIraqi Institute for Continuing

EducationIraq 1/16/2010 1/15/2011

Journalism Training Program Workshops

on Parliament Affairs

Westminster Foundation for

Democracy

United

Kingdom10/15/2009 10/14/2013

Adult Education Joint Programs Syracuse University USA 10/9/2009 10/8/2013

Continuing Education Cooperation American University in Cairo Egypt 11/25/2008 11/24/2011

Strategic Executive Leadership SeminarsSyrian Young Entrepreneurs

AssociationSyria 3/25/2008 Expiry of Funds

Executive Education Forte Business Consult Kuwait 8/7/2007 12/31/2009

MWTF Training of Healthcare Professionals from West Bank

REP is implementing a project with the Medical Welfare Trust Fund in the United States to provide training to healthcare professionals from West Bank. The emphasis of this project is on human resource requirements and professional medical skills and practice that are needed to improve health care delivery. REP has already offered several training programs to groups of one to 16 healthcare professionals. Such programs include: Nursing Training of Critical Care Patients, Training in Material Management, Training in Advanced Neuro and Vascular Magnetic Resonance Imaging, Training in Collection and Therapeutic Aphaeresis at the Blood Bank, Nursing Leadership Training, Training in Cardiac Catheterization, Training in Post Cardiac Surgery, Training in Operation Room Management and Laparoscopic Instrument Care for Nurses, Supply Chain Management, Adult-Pediatric Oncology Nursing, Intensive Care Nursing, Pediatric Nursing Care, and Training in Social Services. Training was conducted at the AUB’s Medical Center, and it consisted of theoretical and practical components designed and delivered by the AUBMC healthcare professionals.

Collaboration Management and Control Solutions (CMCS)

REP signed a Memorandum of Understanding (MoU) with Collaboration, Management and Control Solutions (CMCS) to offer public training courses exclusively at AUB’s Continuing Education Center (CEC). Under the terms of the agreement, the signing parties combine top academic heritage and professional industry experience to provide capacity-building and organizational development solutions targeting a wide range of trainees, including undergraduate and graduate students, professionals, executives, and top management from the private and government sectors and NGOs. The courses involved are categorized as basic, intermediate, advanced and certification-based. Three courses have been delivered so far to a total of 60 participants.

The following are some of the major triangulation agreements REP has entered during its five-year strategic plan:

Basra Children’s Hospital Capacity Building Program

The World Health Organization, AUB and the Ministry of Health in Iraq have organized a consortium that seeks to support the Department of Health Basra in its efforts to develop a state of the art modern hospital that provides high quality health services for the management of different childhood illnesses with special emphasis on pediatric oncology while doing so in a manner that reflects a commitment to the Joint Commission International (JCI) standards for hospitals.

Table 22: Triangulation Projects


133

AUB has an inherent capacity to organize quality programming in the requested areas and most importantly supports the process of recovery and reconstruction of Iraq, particularly in the area of health systems strengthening.

• Iraq Emergency Medical Services Capacity Building Program• The Emergency Health Rehabilitation Project (EHRP)• Continuing Professional Development for Iraqi Refugees Program• Iraq Radiation Oncology Rehabilitation Program

The program will result in the following deliverables:• Hospital Assessment Report• Capacity Building Road Map • Infectious Disease Control Unit• Continuing Professional Education Unit• JCI Accreditation Related Capacity Building

VII.2 The Maxwell School of Syracuse University (SU)

The Maxwell School of Syracuse University is the United States’ top graduate school of public affairs. The School’s number-one ranking, awarded by U.S. News & World Report for as long as rankings in public affairs have been offered, reflects the strength of the School’s public administration program and M.P.A. degree. Syracuse University was the first in the nation to offer graduate professional education in public administration, beginning in 1924, and the program has been unwaveringly strong ever since. As partners, AUB and SU will pursue activities and programs that are mutually beneficial and consistent with their demanding institutional goals. These broadly defined cooperative institutional activities are to:

• Promote faculty collaboration in research and teaching;

• Create learning and experiential opportunities for undergraduate and graduate students;

• Share knowledge and expertise;

• Exchange academic materials of mutual interest, including such items as scholarly publications, curricula information, and pertinent research reports, on a voluntary basis. While the spirit of this

agreement encourages exchanges of academic materials, neither institution is obligated to furnish specific documents or a predetermined quantity of documents to the other;

• Seek to invite representatives of each other’s academic community, when appropriate, to participate in scholarly conferences and colloquia;

• Design and establish joint training and education programs to reach adult learners from the United States and the Middle East; and,

• Acquire financial resources from foundations, governments, corporations and individuals to support collaborative initiatives.

At the outset, the focus of the partnership will be in the area of the social sciences. From AUB, it is anticipated that the initial participants in the partnership will be, but not limited to, the Regional External Programs, the Issam Fares Institute, the Center for Behavioral Research, the Center for Arab and Middle Eastern Studies, the Center for American Studies and Research, the Office of Student Affairs and other social science faculty. From SU, initial participation will be led by the Maxwell School of Citizenship and Public Affairs and its Moynihan Global Affairs Institute, the Middle Eastern Studies Program, the Program for the Advancement of Research on Conflict and Collaboration (PARCC) and the Executive Education program.

AUB/SU are pursuing an implementation protocol with the U.S. Department of

State’s Office of the Middle East Partnership Initiative (NEA/PI) to advance political change and empower civil society in the Middle East and North Africa by providing emerging democracy activists with academic and skill-based training, as well as linkages with other activists across the region.

VII.3 Iraq Institute for Continuing Education (IICE)

The Iraq Institute for Continuing Education (IICE) seeks to complement the Government of Iraq’s vision towards the rehabilitation of the education sector by serving as a center for continuing education for a wide audience of learners. REP entered an agreement with IICE with the following objectives:

• Holding management conferences and offering executive education activities.

• Offering certificate and/or diploma programs in the Iraq and/or Beirut through the AUB Continuing Education Center (CEC).

• Providing management consulting for private and public sector organizations to be negotiated on a case by case basis.

The AUB/IICE relationship has resulted in an implementation protocol to develop a business plan for the establishment of the Prophet Ibrahim University for Science and Technology (PIUST) in the city of Ur within the Dhi Qar Province of Iraq. PIUST will be a private, English-speaking university at a distinguished level that will increase the science and technology workforce in Iraq as well as promote science-based sustainable development. PIUST will provide distinct services at the highest academic standards, sustain the values of the academic profession, and uphold the identity and culture of the region.


135135

VII.4 Education Development Center (EDC)

REP in collaboration with the Faculty of Health Sciences joined a consortium headed by the Education Development Center in Washington DC to present a proposal for the Developing Rehabilitation Assistance to Schools and Teacher Improvement (D-RASATI) in Lebanon funded by USAID. The team seeks to build the capacity of the Lebanese Ministry of Education and Higher Education (MEHE) and the Center for Educational Research and Development (CERD) to empower and support school communities to define and manage their own process of school improvement. By the end of the D-RASATI Project, empowered school communities will share a set of common characteristics. School leaders will manage an ongoing participatory and evidence based process of school improvement. Teachers will use reform-based teaching practices in their classrooms and will collaborate in order to reflect on and further improve their instructional approaches. Communities will actively engage in and influence the shape and outcomes of the school based development process. The school infrastructure and physical learning environment will support these efforts.


BAHRAIN

CONGO

COSTA R ICA

CYPRUS

EGYPT

IRAQ

JORDAN


KUWAIT

LEBANON

MOROCCOW

OMAN

QATAR

SUDAN

SYRIA


UNITED K INGDOM


WEST BANK

YEMEN

137

Workshops and Training Programs have long been a valuable part of REP work.

REP works closely with the various AUB academic departments to develop

training workshops and programs that meet the training and professional

needs of our clients in Lebanon and the region.

Most workshops are of one-to-five day duration. REP has offered a plethora of

workshops and training programs in various disciplines with flexibility pertaining

to customizing the deliverable to suit the specific needs of the cohort, venue,

and delivery method among other aspects. These workshops provide a highly

interactive setting that allows participants to collaboratively examine and learn

new ideas and practices. Workshops can be conducted on-campus and off-

campus, and inside and outside Lebanon. They can be delivered individually

or as a part of a consulting project. The language of instruction is English while

some may be delivered in Arabic or French. The following are some examples

of training programs and workshops that took place in 2010-11:

CHAPTER VIII: WORKSHOPS AND TRAINING PROGRAMS


139

VIII.1 Iraq Emergency Medical Services Capacity Building Program The Ministry of Health of Iraq (MOH) in collaboration with the World Health Organization (WHO) sought to develop and advance the capacities of 109 Iraqi health care practitioners in the various areas of emergency medicine through a series of Training of Trainer Programs. This effort falls under the European Union (EU)-funded project “Support to Specialized Medical Services in Iraq” which focuses on improving the quality, access, and utilization of emergency and blood transfusion services in Iraq. The project was implemented by the American University of Beirut’s Continuing Education Center (CEC) and the American University of Beirut Medical Center (AUBMC). The project created a core group of trainers and facilitators in the following areas of emergency medicine aimed at different groups of health care professionals:

• Advanced Trauma Life Support• Advanced Cardiac Life Support• Pre-Hospital Trauma Life Support • Advanced Trauma Care for Nurses • Advanced Pediatric Life Support• Trauma Management

The programs incorporated adult learning pedagogy and material specifically tailored to the technical medical skills that the participants are expected to need. In addition, pre and post examinations were developed to evaluate the participants’ capabilities and progress throughout their respective training periods. Moreover, at the end of each programs, a questionnaire was administered to gauge the satisfaction of the participants with the various aspects of the programs, and to gain valuable feedback useful for future improvements. The trainees acquired the necessary knowledge and skills to facilitate and lead similar training activities at the national level. In addition, the participants received certification from CEC in their respective areas of specialization.

VIII.2 MWTF Training of Healthcare Professionalsfrom West Bank REP is implementing a project with the Medical Welfare Trust Fund in the United States to provide training to healthcare professionals from West Bank. The emphasis of this project is on human resource requirements and professional medical skills and practice that are needed to improve health care delivery. REP has already offered several training programs to groups of one to 16 healthcare professionals. Such programs include: Nursing Training of Critical Care Patients, Training in Material Management, Training in Advanced Neuro and Vascular Magnetic Resonance Imaging, Training in Collection and Therapeutic Aphaeresis at the Blood Bank, Nursing Leadership Training, Training in Cardiac Catheterization, Training in Post Cardiac Surgery, Training in Operation Room Management and Laparoscopic Instrument Care for Nurses, Supply Chain Management, Adult-Pediatric Oncology Nursing, Intensive Care Nursing, Pediatric Nursing Care, and Training in Social Services. Training was conducted at the AUB’s Medical Center, and it consisted of theoretical and practical components designed and delivered by the AUBMC healthcare professionals.

VIII.3 ContinuingEducationalDevelopment for theEmployees of the American University ofBeirut’s Medical Center

A new series of five customized workshops were developed and delivered to a total of 93 AUBMC employees during the period from April to June, 2011. Two workshops were on “projecting a positive professional image”, two on “conflict resolution”, and one on “material management”. It is important to note here that pre and post exams were conducted for all AUBMC workshops in order to gauge the impact of these workshops on the participants’ professional development.

In 2010, CEC was selected by the American University of Beirut Medical Center (AUBMC) to provide training for AUBMC team leaders and front-line employees. The first round of training workshops addressed the following competencies:

• Projecting a Positive Professional Image• Leading and Developing Others• Resource Management• Change Management

The results of the “Participant Satisfaction Surveys” which were administered at the end of each workshop showed a high level of satisfaction among workshop participants who stressed the importance of these training workshops in developing their abilities and improving their performance; as well as in motivating them to learn further and participate in the implementation of the change initiatives at AUBMC.

At the end of each workshop, trainees received an official certificate of completion from the American University of Beirut’s Continuing Education Center.


141

Participants of the ‘Projecting A Positive Professional Image’ Workshop

VIII.4 Leadership for Democracy Fellowship Program

AUB and Syracuse University signed an implementation protocol with the U.S. Department of State’s Office of the Middle East Partnership Initiative (MEPI) to advance political change and empower civil society in the MENA region by providing emerging democracy activists with academic and skill based training, as well as linkages with other activists across the region.

The Middle East Partnership Initiative’s Leaders for Democracy Fellowship II Program (Middle East) provided 12 young and mid-career civic activists and democratic reform leaders from the Middle East and North Africa with the opportunity to complete both academic coursework at the American University of Beirut and professional experiences throughout Lebanon. Participants came from Algeria, Bahrain, Egypt, Iraq, Jordan, Kuwait, Lebanon, Oman, Qatar, and Yemen. The program commenced June 6 and ended August 12, 2011, and had two components:

Academic Component

LDF Middle East’s four-week academic component included seminars, lectures, and roundtable discussions. Guest speakers were invited to deliver lectures on the specific issues while the seminars were led by experts on the subject. Active participation by the fellows took place during all discussions. The objectives of the activities were to:

• Enhance understanding of democratic governance through being exposed to the MENA experience (constitution, government structure, political, economical and administrative systems);

• Compare governance system across Middle Eastern countries to better appreciate salient features of democracy;

• Discuss and be exposed to initiatives towards conflict resolution and peace building;

• Explore the process of the political communication and mobilization (role of civil society and NGOs, media, diaspora and technology);

• Understand what advocacy means and entails (constructing social identity, enhancing civic engagement, impacting public policies);

• Understand what civic engagement means and examine engagement;

• Discuss the values and norms in respective countries that are conducive or detrimental for democracy.

The four-week program included the following four themes: Democracy in the Middle East, Civil Society and Civic Education in the Middle East, Media and Private Sector Activities in State Building, and Conflict Resolution and State Building.

Internship Component

The participants joined non-governmental organizations for a period of six weeks and gained valuable experience that would assist them to assume a major role in leading for democracy.


143

VIII.5 Training Programs & Workshops offered in 2010-11

Workshops and training programs can be either generic or customized depending on the needs of the client; and a needs-analysis study is sometimes conducted to help the client identify those areas where learning and training are mostly needed. REP draws on the expertise of AUB faculty to respond to our clients’ training needs in many areas such as, engineering, medicine, business, English, IT, education, and agriculture. In 2010-11, 40 workshops and 20 training programs were delivered to a total of 1088 participants. The following are the lists of these workshops and training programs:

Workshops Conducted in 2010-11 Workshop Title Date offered Number of

ParticipantsClient Country where

workshop was offered

Coverage of Parliamentary Affairs September 27-October 1, 2010 10Westminster Foundation for

DemocracyLebanon

Parliamentary Affairs November 8-12, 2010 9Westminster Foundation for

DemocracyLebanon

Seminar on Child Development August 23, 2010 23

Azm Educational Campus Lebanon

Student-Centered Classes: Teaching Methodology &

Instructional MaterialAugust 26, 2010 23

Designing Unit and Lesson Plans Based on Learning

OutcomesSeptember 19, 2010 26

First day/week of classes: Ice-Breaking Activities,

School Rules and PoliciesSeptember 22, 2010 24

Classroom Management Techniques & Skills October 8, 2010 8

Centers in Pre-School October 16, 2010 12

Assessment in Pre-School: Performance Indicators and

Report CardsOctober 23, 2010 28

Integration in Pre-school: Thematic Units and Learning

OutcomesOctober 30, 2010 6

Information Technology in Classrooms November 6, 2010 29

Slow Learners: Diagnosis and Helpful Tips December 22, 2010 27

Encouraging Students to Become Problem Solvers in

Math by Using Rich ProblemsFebruary 5, 2011 6

Promoting Writing Fluency: Hands-on Activities (English

& Arabic)February 5, 2011 17

Writing Process: Implementation & Assessment February 19, 2011 8

Math in the Real World February 19, 2011 9

Promoting Listening & Speaking –Hands on Activities April 16, 2011 12

Grammar in Language Classes – Using Critical

Thinking ActivitiesApril 2, 2011 4

The Inquiry Model: Hands-on Activities April 2, 2011 12

Curriculum Based Science Activities for the Elementary

StudentApril 16, 2011 4

Integrating Math & Science in Children’s Literature May 21, 2011 9

Self-Expression Activities & Reading Comprehension

(English & Arabic)May 21, 2011 13

Managerial Accounting Oct 21-23, 2010 29

Baalbaki Group LebanonBasic Finance Nov 5-6, 2010 28

Introduction to Accounting Oct 7-9, 2010 29


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Workshops Conducted in 2010-11 Workshop Title Date offered Number of

ParticipantsClient Country where

workshop was offered

Clinical and Communication Skills December 4, 2010 14 AUBMC (Graduate Medical

Education)Lebanon

Clinical and Communication Skills December 18, 2010 14

Leadership, Human Resources November 27, 2010 22

American Management Centre

– MAK GroupDamascus

Finance December 4, 2010 22

Marketing Strategies December 11, 2010 22

Strategy and Supply Chain Management December 18, 2010 22

Dietetic Internship Curriculum Development Feb. 11-14, 2011 9

Ahfad University for Women SudanStudent Centered Teaching: Cooperative Learning Feb. 12-14, 2011 32

Early Childhood-Special Education: Overview, Basic

Principles, Models & StrategiesFeb. 14-16, 2011 33

Projecting a Positive Professional Image April 5-8, 2011 23

AUBMC Lebanon

Conflict Resolution April 11-13, 2011 16

Conflict Resolution May 3-5, 2011 19

Projecting a Positive Professional Image June 6-9, 2011 17

Material Management June 10-12, 2011 18

Test Item Construction & Analysis

May 1, 2011 35 Dhofar University Oman

Table 23: Workshops conducted in 2010-11

Training Programs Offered in 2010-11Program Title Date offered Number of

ParticipantsClient Country where program

was offered

Emergency Medical Services: Advanced

Trauma Life SupportOct 18-23, 2010 17

WHO-Iraq Lebanon


Cardiac Life SupportNov 1-6, 2010 14

Emergency Medical Services: Pre-

Hospital Trauma Life SupportNov 23-27, 2010 20


Trauma Care for NursesFebruary 7-11, 2011 20


Pediatric Life SupportFebruary 21-25, 2011 20

Trauma Management May 30-June 4, 2011 18

Executive Development Program October 18-30, 2010 25 Aramex- Jordan Lebanon


Trauma Life Support

November 29-December 10,

2010

4

MWTF Lebanon


Cardiac Life Support2

Emergency Medical Services: Pre-

Hospital Trauma Life Support4


Trauma Care for Nurses5


Pediatric Life Support3

Trauma Management 1


Trauma Life Support5

High Fliers Cohort IINovember 1, 2010 - June 9,

2011 26 NBK Kuwait

High Fliers Cohort I February 7-8, 2011 22 NBK Kuwait

Middle Management Leadership

ProgramApril 2-June 19, 2011 105 NBK Kuwait

Training Programs Offered in 2010-11Program Title Date offered Number of

ParticipantsClient Country where program

was offeredLeadership for Democracy Fellowship

ProgramJune 6 – August 12, 2011 12 Syracuse University Lebanon

New Managers Track Program June 18-21, 2011 (First Module) 22 NBK Kuwait

Mentors Program June 27-28, 2011 (First Module) 20 NBK Kuwait

Table 24: Training Programs Offered in 2010-11


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The Journalism Training Program (JTP) trains Arab print,

broadcast and online journalists from the Middle East and

North Africa region. The year-round training, that plugs the

gaps in existing efforts and meets new needs of the media

in various topics, includes basic news reporting and writing,

editing, war/safety coverage, online journalism, investigative

journalism, media ethics, coverage of legislative affairs, and

coverage of financial issue, conducted in Arabic, English and

French. The JTP also offers workshops in media literacy and

corporate communications/media crisis management.

Chapter IX: Journalism Training Program


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IX.1 INTRODUCTION

Since its launch in 2007, the JTP has aimed to upgrade and update journalists’ knowledge and skills in the region. It has seen a bevy of activities, with training workshops, consulting on journalism curricula and the launching of a Journalism Certificate.

Starting with workshops in media literacy and corporate communications/media crisis management, JTP was destined to become a regional hub for Arab journalism training. JPT had kicked-off its training workshops in July 2007 with investigative journalism and offered since then a wider range of workshops on subjects related to Elections Coverage, Citizen Journalism, Newsroom Management, and Science/Health/Environment Journalism.

In addition to workshops, the JTP entered in discussions with various media, international NGOs, government agencies and academic institutions to pursue consultancy projects in media analysis, journalism education, and media literacy.

In 2007-08, the Journalism Training Program’s (JTP) earlier momentum was further underlined with a series of workshops covering wider areas, including the environment and health matters. Since then, JTP has continued to build on its success in raising the professional standards of media across the Arab world.

In 2010-11, despite the worldwide financial situation that has not been conducive to generous funding for journalism programs, JTP’s has maintained its outreach and has held several courses and workshops on professional journalism and media skills.

Key Facts (2006 –11)

• The JTP has conducted 21 workshops• The JTP’s workshop participants have come from 18 Arab countries • The JTP has been involved in 3 major consulting projects• The JTP has been featured in 40 media/news outlets• The JTP has launched a Journalism Certificate

IX.2 JTPWorkshops (2010-11)

JTP Teaches Parliamentary Staffers Media Skills

Sixteen staffers from various Lebanese parliamentary departments, parties, and blocs enhanced their communication skills after attending a workshop organized by the Journalism Training Program (JTP) and sponsored by the Westminster Foundation for Democracy (WFD).

Hattar shows Nassour how to interview politicians

Participants were engaged in topics such as building bridges with the media, dealing with deadlines, handling public affairs priorities, writing news releases, setting up digital newsroom, and exploring the role of spokespersons and media crisis management.

“We’ve learned a lot of new theoretical and practical practices within a short period, and we have worked out some of our misconceptions,” said Rita Nassour, assistant to Free Patriotic Movement MP Ibrahim Kanaan.

During the five-day mini-course held at the Parliament’s library in April 2010, other trainees from the Kataeb Party and Progressive Socialist Party took turns in learning about interviewing techniques and the art of organizing a news conference. They were also joined by staffers from the Parliament’s IT department, library and various administrative offices.

JTP director Magda Abu-Fadil joined forces with trainers Rouba Kabbara, an Agence France-Presse veteran, and Saad Hattar, a BBC correspondent dispatched by the Thomson-Reuters Foundation, which is partnering with WFD for the workshops in Lebanon.

“We’d like to have other similar workshops covering different topics because this training was dynamic and more productive than previous ones we’ve attended,” said Youssef El Hajj, secretary of a parliamentary committee.

Parliamentary staffers stage mock news conference


151

The trainers also covered subjects related to media ethics, planting news stories, conflicts of interest, and briefed the staffers about their stakeholders’ visual identities.

The trainees staged mock news conferences, and Hattar demonstrated the pitfalls of journalists’ tough questions and ambush interviews.

“It was particularly beneficial to me as I am now more adamant on

transparency and accuracy in news propagation ,” said Houtaf Dham, a reporter for Al Bina’ newspaper and

a member of the Syrian Socialist Party, hoping that the workshop

would be held again for other staffers.

Journalists acquire skills to better cover parliament

Lebanese journalists delved into the intricacies of covering issues related to Lebanon’s parliament with the aim of getting them familiar with legislative affairs, budget matters, election laws, interviewing techniques and media ethics.

“The information I received comes as a support to my scope of work, especially on matters related to election laws, with which I was not too familiar,” said Rackel Moubarak of MTV.

Moubarak was one of ten participants who attended a course that was held and organized by the Journalism Training Program (JTP) in September and was funded by the London-based Westminster Foundation for Democracy (WFD), as part of a four-year agreement to train reporters and parliamentary staffers.

Judge Elie Maalouf explains how expenses are audited

“I learned about - Accounting, Auditing and budgets and approvals,” said the National News Agency’s Rana Hage at the third in a series of workshops underwritten by WFD.

The training included sessions on budget preparation given by World Bank economist Wael Mansour and communications officer Mona Ziade; on the conceptions of the auditing process given by Judge Elie Maalouf; and on the review of parliamentary resources given by chief librarian Amal Tarhini.

Asked how he planned to use the knowledge he acquired from the workshop, freelancer for Assafir daily and blogger Assaad Thebian replied:

“…always refer to the laws pertaining to any subject I cover.”

Other trainees included journalists from ANB TV, Sawt Al Shaab Radio, OTV, Le Commerce du Levant, the Tashnag Party media, Women and Business, and Shououn Jenoubiyya magazine.

Almost all participants recognized how little they were aware on parliamentary rules, procedures and internal operations.

Denise Rahme Fakhry leads parliamentary coverage workshop discussion

Along this vein, British Embassy’s Piers Cazalet, Deputy Head of Mission and acting Charge d’Affaires, briefed the journalists on his country’s parliamentary system and MPs accountability.

JTP director Magda Abu-Fadil provided the requisite for discussion on media ethics, while veteran journalist Denise Rahme Fakhry facilitated the part related to writing, editing and interviewing skills.

JTP Equips Parliamentary Committee Staffers with PR Knowledge

A group of parliamentary committee staffers learned how to become effective communicators in the fourth of a series of Journalism Training Program (JTP) workshops focusing on Lebanese legislative affairs.

“The workshop was important, beneficial and specialized. I hope to attend another training course,” commented Assaad Nassar, from the National Defense Committee.

His views were echoed by other participants in the five-day training course on Communication/Media Crisis Management conducted by the JTP in November and funded by the Westminster Foundation for Democracy (WFD).

Trainees learned about building bridges with the media, meeting deadlines for different news organizations, getting acquainted with press offices operations, writing news releases, capitalizing on technological advances to promote their issues, and setting up digital newsrooms.

Hala Awada, a researcher in parliament’s Studies and Information Directorate, was particularly keen on acquiring news writing skills and using the Internet more efficiently in her daily work.


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Participants became familiar with the role of the spokesperson and on the way to set proper plans that would facilitate journalists ‘operations when covering areas in crisis.

The art of interview, media ethics and the organization of news conferences were also among the topics covered during the workshop.

Journalist Ibrahim Arab used a practical approach and familiarized participants with on-camera appearances, while parliamentary reporter/editor Akram Hamdan helped them with applied written exercises.

Abu-Fadil and Kabbara with parliamentary staff trainees and WFD’s Sarah El-Yafi

Arab with tips for on-camera

appearances

Arab with tips for on-camera

appearance

Arab with tips for on-camera appearances

For Omar Chehadeh, secretary of the Media and Communications Committee, the workshop was an opportunity to benefit from the practical exercises and case studies related to legislative matters.a

Finance and Budget Committee staffer Kassem Gharib felt he could apply most of what he has learned, while Lina Hobeich, who heads the Francophone Department, suggested that all parliamentary employees be trained for dealing with the media.

JTP director Magda Abu-Fadil was the primary trainer, seconded by veteran journalist Rouba Kabbara in the second WFD-funded workshop for parliamentary staffers.

Journalism Certificate

In contribution to the development of Arab journalists, the JTP established a journalism certificate that was launched in October 2009 under the Continuing Education Center’s auspices. The certificate complements existing workshops and serves as a tool to help journalists upgrade their skills, learn new techniques over an extended period and help professional media practitioners advance in their careers.

The certificate courses are primarily aimed at journalists but are also open to non-media professionals. Each certificate course extends over a semester or summer.

Although the courses bear no credits, they are equivalent to credit-bearing units that require 45 contact hours per semester. The courses are offered in Arabic and in English. The certificate is a non-academic five-course program.

The courses are hands-on application-oriented modules with heavy reliance on case studies. Lab work, exercises and projects take priority over theoretical pursuits.

Editing an audio

clip for

Broadcast

Journalism class


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Core Courses• Media & Society/Laws & Ethics • Basic Reporting, Writing & Editing • Multi-Media/Online Journalism • Broadcast Journalism

Elective Courses• Investigative Journalism • Newsroom Management

Application for the Journalism Certificate:

Applications for the Journalism Certificate are available at the Continuing Education Center (CEC), or may be downloaded from http://rep.aub.edu.lb/cec.

Outreach

Since the JTP’s launch, its director has traveled to various international conferences, seminars and workshops to promote the program and speak about journalism and media-related issues. In 2010-2011 these included:

• Attending meetings of the Board of Directors of the Arab Journalism Awards administered by the Dubai Press Club and sponsored by Sheikh Mohammad bin Rashid Al Maktoum.

• Attending the Arab Journalism Awards administered by the Dubai Press Club and sponsored by Sheikh Mohammad bin Rashid Al Maktoum during the Arab Media Forum, in Dubai.

• Speaking about media cultural diversity in Rio de Janeiro at the U.N. Alliance of Civilizations.

• Attending a parliamentary strengthening workshop in London organized by the Thomson Reuters Foundation and Westminster Foundation for Democracy.

• Moderating a session of Arab journalists covering World Water Week in Stockholm.

• Contributing to UNESCO book entitled “Arab New Media for Peace and Dialogue.”

• Speaking at Beirut seminar on media freedom being enhanced by interactivity and digital capabilities.

• Attending the World Editors Forum in Hamburg.

Moreover, the program is equally promoted through contacts with funding agency representatives in a bid to expand operations and sustain the JTP’s training objectives.

JTP in the Media

The Journalism Training Program has been featured in various print, broadcast and online media.

This regular coverage intensely adds to the program’s visibility on the international media scene. Journalists with whom the JTP is in contact and reporters who have participated in its workshops have widened the circle of REP’s outreach efforts.

Prospects

In addition to workshops, the JTP is in regular discussions with various media agencies, international NGOs, government agencies and academic institutions to pursue consultancy projects in media analysis, journalism education and curricula, and media literacy.

The JTP relies on a solid core of trainers from the region and beyond.

Once the funds and space are available, the JTP also seeks to establish a multi-media converged newsroom to train journalists in real-time, as per the highest professional standards..

Conclusion

Arab media needs to evolve and to thrive in an environment that is conducive to learning that promotes critical thinking and that will lead to its renaissance in an increasingly globalized world. Lebanon, long a center for Arab media, is ideally located as a true training magnet spanning from the Gulf to North Africa.


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REP’s fundraising plans, scholarships, and new initiatives

include the Abdul Hamid Hallab Service Excellence Award,

the Kamil Sadeddin Continuing Education Scholarship, and

the emerging Operations Research Consulting and Decision

Support consulting team. These have served in motivating

the AUB faculty and staff members to actively participate in

REP projects and develop their expertise in various fields by

taking courses at the Continuing Education Center, and in

raising funds to support REP in its endeavor to expand AUB’s

regional and international coverage through the provision of

professional services to clients around the globe.

Chapter X:REP Fund-Raising, Scholarships & New Initiatives


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X.1 Abdul Hamid Hallab REP Service Excellence Award

The Abdul Hamid Hallab REP Service Excellence Award honors the vision of REP’s Founding Vice President, Dr. Abdul Hamid Hallab and recognizes the accomplishments of outstanding REP consultants from the AUB community. The recipient of the award is recognized as a consultant who has made major contributions to the AUB mission of serving “the people of the Middle East and beyond” and the REP mission of providing “the Middle East and North Africa with world class professional services…while reflecting AUB core values and its commitment to service excellence.” By recognizing these individuals, REP demonstrates its commitment to service excellence and provides incentives for AUB faculty and staff to serve as REP consultants. The award is based on qualitative and quantitative evidence for excellence in consulting work (Appendix B). The award is made possible by the generous endowment of Trustee Nabil Chartouni who donated $21,000 to the award.

The Award was unanimously approved by the Board of Trustees (BOT). Approvals were made as follows:

REP BOT Committee June 18, 2008BOT Executive Committee June 19, 2008General BOT Meeting June 20, 2008

The recipient of the 2010-2011 Abdul-Hamid Hallab REP Service Excellence Award is Professor Riad Chedid. Professor Chedid joined the American University of Beirut in 1993 and is currently a Professor of Electrical & Computer Engineering. During 2008-2010, Prof. Chedid was the President of Fahd Bin Sultan University in Saudi Arabia, where he was in charge of licensing and accreditation, strategic planning, operational planning, setting and developing University bylaws, budgeting, designing academic programs and following up on legal issues with the Ministry of Higher Education.

During 2002-2008 Dr. Chedid served on the Board of Directors of the Lebanese Electric Utility (EDL), and during 2007-2008, he was Advisor to the Minister of Energy and Water. Dr. Chedid research and consulting are in the area of electromagnetics, drives and energy policy and planning with focus on renewable energy systems.

Dr. Chedid participated in several national and regional energy activities with ESCWA, UNDP and UNFCCC, and has published extensively in refereed international journals and conferences.

Prof. Chedid has been an invaluable contributor to REP’s consulting projects throughout the region. He served as President of Fahad Bin Sultan University in Tabuk in Saudi Arabia. In this capacity he has overseen the strategic and operational planning, the set-up and development of University bylaws, budgeting, faculty and staff hiring process, academic programs design, public relations with local and international communities, legal issues with the Ministry of Higher Education and supervision of QA/QC tasks. At the school level, Dr. Ghaith has implemented school assessments, teacher training workshops, and intensive English interventions and teacher recruitments in Lebanon and the region. For example, he contributed in a very major way to the establishment of the English Department at the Kingdom Schools in Saudi Arabia, and co-authored the English language curriculum and trained the English faculty at Al Nibras School in UAE.

Riad Chedid, D.Professor of Electrical & Computer Engineerin


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X.2 Kamil SadeddinContinuing EducationScholarship

During the fiscal year 2008-09, the Continuing Education Center launched the Kamil Sadeddin Continuing Education Scholarship. This scholarship fund was made possible by the generous donation of Mr. Kamil Sadeddin, a friend of REP and AUB. This scholarship fund aims to encourage AUB’s community members to enhance their education and become more effective employees by pursuing individual courses and professional certificates and diplomas at CEC. Eligibility criteria for the scholarship are as follows:

• AUB full-time non-academic staff member• Grade 12 or below

During 2010-11, 40 AUB employees were awarded scholarships. Some of the scholarship recipients pursued courses in English and web design, while others registered for certificate and diploma courses.

X.3 Operations Research Consulting & Decision SupportInitiative

The Operations Research Consulting and Decision Support (ORCADS) initiative is proposed to provide consulting services, through the Office of Regional External Programs, to various industries including manufacturing, retail, airline, financial services, telecom, energy, and healthcare. A detailed list of areas and sub-areas are provided below.

It is important to note that the unique set decision tools that the ORCADS team masters are applicable to any industry.

Accordingly, REP spearheaded this initiative which basically allows the ORCADS team to operate as consultants in areas related to decision support systems. Furthermore, to encourage and stimulate the interest of the team and in line with REP policies (chapter 1, section VII.2.A), it is suggested that 45% of the overhead recovery generated through consulting carried out by the team is credited to a new account that may be used for supporting academic activities carried out by the team in related areas. This may include purchasing software, equipment, books, etc.

ORCADS Vision

To become a leader in providing professional consulting services to organizations in the MENA region by building state of the art operations research models and decision support systems.

ORCADS Mission

To assist management in organizations (private, governmental, or not-for-profit) in making better, informed, analytical and scientifically-structured decisions at both the strategic and tactical levels. The objective is to improve the organization’s bottom line while being socially-responsible, environmentally-aware, and intellectually-oriented. This is sought to advance the state of knowledge, education, and business culture in Lebanon and MENA region.


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Areas of Expertise

Some of the application areas that can be handled by the ORCADS team include:

1. Airline OperationsConsulting in both the operational aspects in terms of reducing cost and enhancing service, as well as the marketing and pricing aspects. In particular, support for airline decision-making in the following areas:

a. Crew Schedulingb. Runway Operationsc. Airspace Controld. Airline Network Planninge. Revenue Management: Pricing and Capacity Controlf. Spare Parts Inventory Management g. Maintenance Schedulingh. Fuel Management

2. Manufacturing OperationsA wide range of consulting services from operations to strategy. Starting with line balancing and time-and-motion studies, to capacity expansion and outsourcing decisions. Specifically:

a. Time and Motion Studiesb. Line Balancing and Machine Schedulingc. Quality Engineering (Statistical quality/process control, six sigma,

design of experiments, etc.)d. Process technology Selectione. Lean Manufacturing and Waste Managementf. Production Planning and Control (Just- In-Time, Toyota

production system, etc.)g. Flexible Manufacturing Systemsh. Facility Layouti. Capacity Planning and Expansion Decisionsj. Outsourcing Decisionsk. Green Manufacturingl. Reverse Logistics

3. EnergyHelp organizations at both the individual project level and at a corporate portfolio level to better gauge clients’’ business needs, prospects, and market guidance. Specifically,

a. Capital Investmentb. Energy Pricingc. Water Desalinationd. Portfolio Management of

Hydrocarbon Assetse. Oil and Gas Explorationf. Electric Power Effective

Management and Rationing

4. HealthcareSupport operational healthcare management decisions such as staffing and scheduling as well as medical research and practice in areas such as epidemics and survival analysis. Specifically:

a. Data Analysisb. Operating Room Schedulingc. Emergency Room Schedulingd. Quality Assurancee. Design of Medical Informatics

5. Public Sector With the private sector in the MENA region still in its infancy, the team will offer effective analysis and decision making tools relating, in general, to safety, infrastructure management and handling emergencies. Specifically:

a. Police Patrol Allocationb. Fire Fighting/Disaster Logistics c. Emergency Responsed. Traffic Controle. Public Safetyf. Crisis Managementg. Emergency Evacuation

6. Financial Engineering Support the tailoring of effective hedging strategies through complex and reliable financial derivatives as well as the development profitable investment strategies that are in harmony with the decision maker risk profile. Specifically,

a. Asset/Portfolio Management in Equity and Debt

b. Derivatives Structuring and Pricingc. Mutual/Hedge Funds Management

and Performance Evaluationd. Securitization e. Capital Budgetingf. Firm Valuation

7. New Product & Service DevelopmentNew products & services are the blood stream of organizations. The ORCADS team consultants can help organizations introduce new innovative and competitive products on timely basis in the following:

a. Design Optimizationb. Quality Function Deployment (QFD)c. Forming Winning Design Teamsd. Managing Virtual / Distributed

Product Development Teamse. Design Structure Matrix (DSM)

Method to Optimize Existing Product Development Practices

f. Engineering Design Project Management

g. Design for Manufacturing & Assembly (DFMA)

h. Design for the Environment (DFE) (Green Design)

i. Value Engineering


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8. Maritime ApplicationsMuch of the world cargo is transferred in containers onboard ships. The team can support the various operations decisions in a container terminal. Specifically:

a. Port Operations Scheduling and Optimizationb. Quay and Yard Cranes Managementc. Container Transshipment Managementd. Capacity Expansione. Maritime Cargo Management

9. RetailAssist retailers making in-store tactical decisions such as pricing and shelf management, as well as in strategic decision such as store location and setting sales targets. We can also boost the retailer’s supply chain from effectively dealing with suppliers to cutting costs via efficient logistics.

a. Pricingb. Assortment Planningc. Location/Allocationd. Staffinge. Inventory/Shrink Controlf. Forecastingg. E-tailing and Auctionsh. Shelf Managementi. Analysis and Design of Promotions and Advertisementsj. Suppliers Selection, Design of Contract, and Integrated

Operations

Founding Members

The ORCADS talent pool is multi-disciplinary and composed of various experts from three different AUB faculties: Faculty of Engineering & Architecture, Olayan School of Business, and Faculty of Arts & Sciences. The team consultants have a proven track record with many years of international and local consulting experience.

Bacel Maddah is an assistant professor in the Engineering Management graduate program at the American University of Beirut. He obtained a PhD in Operations Research from Virginia Tech in 2005. Bacel’s research interests are in retail operations management, logistics, revenue management, inventory control, and queuing theory. His recent interest is Financial Engineering that he teaches at AUB. His research was published in top journals. Bacel has practical experience working as a business analyst with United Airlines and Hannaford Bros. He has also consulted on economic feasibility and logistics for several projects in the Middle East.

Lama Moussawi is currently an Assistant Professor in the School of Business at the American University of Beirut. She graduated with a PhD degree in Management Science from the University of Texas at Dallas (UTD) in December 2006. Her research interests include revenue management models applied to the air cargo and cruise ship industries, stochastic inventory models, and real options models applied to capital investment decisions. Lama has several papers submitted to, and receiving positive review feedback from top journals.

Ali A. Yassine is an expert in modeling risk and uncertainty of complex engineering systems; particularly, in product development environments. His research revolves around the management of product innovation, project selection, concurrent engineering, project management under uncertainty, and performance measurement. He has published and consulted extensively in this area for a variety of industries including automotive, aerospace, electronics, telecommunications, and pharmaceutical.

Moueen K. Salameh is a professor of engineering management and industrial engineering at the American University of Beirut. He is currently the University Registrar and Professor in the Engineering Management Graduate Program. He received his PhD in Industrial Engineering and Operations Research from Virginia Polytechnic Institute and State University, Blacksburg, VA. His research interests cover areas in production planning, inventory control, project management, scheduling and sequencing, and systems analysis and optimization. Dr. Salameh is a member of INFORMS and IIE. He has published several articles in numerous international journals such as Production Planning and Control, International Journal of Production Economics, IEE transactions, Production and Inventory Management, and Applied Mathematical Modeling.


167

Walid Nasr is an assistant professor in the School of Business at the American University of Beirut. He earned a B.E. in Computer and Communications Engineering from AUB in 2002 and a PhD in Operations Research from Virginia Tech in 2008. His research at Virginia Tech on the analysis and simulations of time-dependent networks was funded by the national science foundation. He joined the Operations Analytics group at IBM from February of 2008 to July of 2009 as a senior consultant where he was involved in the design and implementation of mathematical and statistical models for business processes. He also served as a lecturer on simulation and statistics for practitioners at IBM. Walid’s research interests are in mathematical modeling, stochastic processes, simulation methodology, queuing systems and supply chain.

Khalil S. Hindi is a Professor at the School of Business at the American University of Beirut. He is a Fellow of the following British learned societies: the Institution of Electrical Engineers, the British Computer Society, the Institute of Mathematics and its Applications and the Royal Society for the Encouragement of Arts, Manufactures and Commerce. His current research interests are in computer-aided management, planning, operation, scheduling and control of engineering systems; particularly manufacturing systems, electric power systems and gas and water distribution and transmission systems. Professor Hindi served as a consultant to several companies, including Unilever Research Laboratories, the Water Research Centre (WRC), Jaguar Cars, Friskies Ltd (a subsidiary of Nestle) and several small and medium enterprises.

Ibrahim H. Osman is a professor at the Olayan school of Business at the American University of Beirut. Professor Osman’s research interest covers a wide range of topics in applied Management Science/Operational Research and Supply Chain Management, namely: Assignment of tasks; Availability in repair systems; Coordinating supply chain systems; Facility planning; Facility location; Network Design; Vehicle routing and Machine scheduling; & Performance Evaluation. Professor Osman is on the editorial board member of several international journals & on the program committee board of several international conferences. He chaired few international conferences and edited/co-edited several books/ special issues; published a number of papers in his areas of expertise & received the Citation of Excellence for Research from ANBAR Electronic Intelligence.

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Along the past 5 years of the strategic plan, the 2009-2010

fiscal year was a benchmark financial year for REP. Gross

revenue, net revenue, and percentage margin were all the

highest over the past decade.

Chapter XI: REP Performance in2006-2011


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XI.1 KPI Comparison Overview Non Financial KPIs

The following chart provides an overview of REP’s non-financial KPI performance during the fiscal year. The comparison made is between fiscal year 2010–June 2011 results and those from the previous year and the average over the past five years. We are constantly trying to achieve greater results and this year’s results were the highest, compared to the past six years, for all but two of the non-financial KPIs.

Key Performance Indicators 2005-06

2006-07

2007-08

2008-09

2009-10 2005-10 2010 - June 11

Geographic Spread (by Country) 8 11 12 15 20 12 18

Geographic Spread (by Location) 12 15 16 22 23 18 24

Consultation Man-Days Delivered 1,515 1,624 2,067 2,179 2,060 1,889 1,149

Number of Faculty Participating in REP 69 59 88 83 75 75 55

Repeat Clients 4 16 17 17 20 15 19

Triangulation 2 4 8 8 14 7 16

CEC Student Count 476 601 534 600 722 586 535

CEC Total Course Count 43 41 55 56 67 52 49

Five Year Average

2010-11

Fiscal Year Comparison

Key Performance Indicators

2010 - Sep 11

Previous Year

Five Year Six Year Rank

Geographic Spread (by Country) 18 90% 136% 2

Geographic Spread (by Location) 24 104% 136% 1

Consultation Man-Days Delivered 1,345 56% 61% 6

Number of Faculty Participating in REP 55 73% 74% 6

Repeat Clients 20 95% 128% 2

Triangulation 16 114% 222% 1

CEC Student Count 738 74% 91% 4

CEC Total Course Count 63 73% 94% 4

Table 25: REP Non-Financial KPI Comparison Chart

XI. 2 Overall 2010-11 Results

The following is a snapshot of REP’s 2010-11 financial and non-financial results. As the report indicated the vast majority of these results represent new benchmarks including geographic spread, mandays delivered, triangulation activities, gross earnings, net earnings, percentage margin, and repeat customers.

2010-11 KPI ResultsInstitutionally Mandated KPIs 2010-June 11 Results 2010-Sep11 Results

Geographic OutreachGeographic Spread by Country 18 18

Geographic Spread by Location 24 24

Community OutreachCEC Student Count 535 738

CEC Total Course Count 49 63

REP Internal Measures & KPIs

Consultant Related

Consultation Man-Days Delivered 1,149 1,345

Number of faculty participating in REP 55 55

Number of Secondees and Adjunctees 4 4

Number of non-Academic Consultants 37 39

Number of non-AUB Consultants 15 15

Total REP Consultant Pool 111 113

Percentage of instructional faculty members participating in REP activities 13% 13%

Project Related

Number of New Projects 21 32

Number of Ongoing Projects 52 53

Total Number of Projects 73 85

Total Number of Budgets 85 97

Completed Projects 22 23

Multi-Disciplinary Projects 23% 21%

Proposal Success Rate 90% 90%

Market Related

Repeat Clients 19 20

Client Profile 51% (Private) 53% (Private)

% Up Market Segment 69% 73%

Triangulation 16 16

Table 26: 2010-11 KPI Results (Institutionally Mandated & REP Internal Measures)


BAHRAIN

CONGO

COSTA R ICA

CYPRUS

EGYPT

IRAQ

JORDAN


KUWAIT

LEBANON

MOROCCOW

OMAN

QATAR

SUDAN

SYRIA


UNITED K INGDOM


WEST BANK

YEMEN

173

REP continuously strives to enhance its performance, set

new benchmarks, and advance AUB’s mission to serve “the

peoples of the Middle East and beyond.” Faculty inclusion,

market intelligence, branding, and leverage are only some of

the strategic areas that REP strives to enhance.

Chapter XII: Looking Ahead to 2011-12


175

Looking Ahead The success REP has earned during this fiscal year motivates us to reach even greater heights in the future. The following are some of the goals planned for the coming fiscal year:

• Geographic spread: Expand on the current geographic spread achieved with respect to number of countries and locations by penetrating deeper into North Africa.

• Identify & pursue projects that make an impact on our local Lebanese community and the region.

• Increase collaboration with International Organisations.

• Develop a comprehensive marketing strategy in collaboration with the Office of Communications.

• Continuing Education Center - Develop additional certificate and diploma programs in agribusiness

and interior design.- Re-activate Information Technology courses while delivering

workshops in IT innovation related areas. - Continue the Summer Program for AUB Alumni Children (SPAAC). • Increase triangulation initiatives with other highly recognized

institutions.

• Encourage further multi-disciplinary REP projects.

175


BAHRAIN

CONGO

COSTA R ICA

CYPRUS

EGYPT

IRAQ

JORDAN


KUWAIT

LEBANON

MOROCCOW

OMAN

QATAR

SUDAN

SYRIA


UNITED K INGDOM


WEST BANK

YEMEN

177

Appendices


179

Appendix AREP Building Floor Plans

First Floor Plan

Second Floor Plan

Third Floor Plan

Fourth Floor Plan

Fifth Floor Plan


181

Appendix B Abdul-Hamid Hallab REP Service Excellence Award

Purpose

The purpose of Abdul-Hamid Hallab REP Service Excellence Award is to recognize the accomplishments of outstanding REP consultants from the AUB community who have made major contributions to the AUB mission of serving “the peoples of the Middle East and beyond” and the REP mission of providing “the Middle East and North Africa with world class professional services…while reflecting AUB core values and its commitment to service excellence.” By recognizing these individuals, REP demonstrates its commitment to service excellence and provides incentives for AUB faculty and staff to serve as REP consultants. The award will be based on qualitative and quantitative evidence for excellence in consulting work.

Eligibility

Full-time AUB faculty and staff who have served on at least one REP project during the entire fiscal year are eligible to be nominated. Consultants who were nominated in previous years may be nominated again on condition that they didn’t receive the award during the previous year.

Criteria for Excellence in Consulting

The Abdul-Hamid Hallab REP Service Excellence Award acknowledges the efforts of faculty and staff members and their contributions to the mission of the University and the mission of REP. The number of projects the faculty or staff member has worked on would not, in itself, be considered sufficient evidence for recognition. The selection committee will rely on qualitative and quantitative measures and on any and all supporting material provided by the nominator and nominee including evaluations by the clients, letters of support received from reference persons, etc. Nominee will be evaluated against these criteria:

1. Client Focusa. Demonstrates cultural awareness and understands the

expectations of the client.b. Listens to client’s feedback, provide guidance and build trust and

reliability

2. Team Worka. Communicates openly and effectively

within and across teamsb. Serves as a positive role model by

providing constructive guidance to colleagues

3. Service Excellencea. Meets the needs of the client without

compromising the integrity of AUBb. Demonstrates professionalism

in dealing with the client and in performing the assigned tasks

4. Commitment to the Projecta. Demonstrates efforts to resolve issues

and find innovative solutions beyond the requirements of the assigned task

b. Manifests genuine and exceptional dedication concerns and perseverance which result in more effective output

Nomination Procedures

A nomination can be initiated by REP clients, Deans, VPs, project coordinators, and colleagues. A completed nomination form should be submitted to REP by the stated deadline. The nominee will then be asked to submit the following documents:• Letter accepting the nomination• Curriculum vitae• Names of three reference persons who are acquainted with his/her consulting activities• Completed self-evaluation form• All relevant documents that could be considered as evidence for excellence in consulting

A selection of Committee will create a short list of three nominees according to eligibility, and will present this list to RIAC for final selection based on established criteria.

The winner of the Abdul-Hamid Hallab REP Service Excellence Award will receive a plaque along with personal citation and a cash award of US$1000. Also, a picture and a brief article about the award recipient will be posted on AUB Homepage (via the bulletin and highlights) and REP homepage, and placed in Main Gate and REP Annual Activities Report.

Schedule

Mid June Call for nominations

Late July Deadline for receiving nominations

Late August Deadline for receiving the nomination file from the nominee

Early September RIAC subcommittee begins the process of evaluation

Mid October Announcement of the Award winner & ceremony

Award Winners


183

Appendix C

REP Strengths Weaknesses Opportunities Threats (SWOT) AnalysisAs Presented in the February 27, 2006 Strategic Planning Document

Strategic planning is preceded by an essential preparatory stage called strategic analysis. It is based on a number of recognized techniques, most important of which is SWOT. SWOT selects and analyzes two internal factors: points of strength and weakness; as well as two external factors: opportunities available to the institution and the major threats or challenges that face it. SWOT is adopted by various institutions, academic and non-academic, and is considered a solid ground for establishing the database necessary for strategic planning.

Based on this the SWOT analysis for REP is as follows:

Strengths

• Rapid response capability

• Competent dedicated staff

• Established brand name

• Proven track record

• Multi-project management capacity

• Expanding and improving AUB resource pool

• Strong presence in and knowledge of the region coupled with sound market intelligence

• Excellent networking

Weaknesses

• Varying levels of commitment and cooperation from faculty members

• Current costing and pricing methods

• Operational restrictions

• Thin resource base

Opportunities

• Building strategic alliances with US institutions

• Opening up of new markets: Oman, Kuwait, Yemen, Abu Dhabi

• Tapping major growth sectors

• Globalization and privatization forces sweeping the Middle East

• Working with local partners selectively on a project basis

• Educational modernization and economic restructuring in the Middle East.

• Launching new products and activities in demand: Off shore CEC programs, health care, executive education etc.

• New emphasis on quality working in favor of AUB

Threats

• Regional uncertainty and volatility

• Intense competition from major international academic and consulting entities

• Continued Low premium on quality in some parts of the region

• Preference for US-based universities as providers of services

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